Strategy Formulation, Strategy Content and Performance

Jennifer Law, R Andrews, G Boyne

    Research output: Contribution to journalArticlepeer-review


    This article tests the independent effects of strategy formulation and strategy content on organizational performance. The formulation variables include rational planning, logical instrumentalism and strategy process absence, and the strategy content variables are prospecting, defending and reacting, which are derived from the work of Miles and Snow (1978). The model, which also controls for past performance and service expenditure, is tested upon forty-seven service departments in Welsh local government. The statistical results indicate that logical incrementalism and strategy absence have negative consequences for performance while prospecting and defending are strategies that are likely to result in higher levels of organizational performance. The implications of these findings for public management research are considered.
    Original languageEnglish
    Pages (from-to)1 - 22
    Number of pages21
    JournalPublic Management Review
    Issue number1
    Publication statusPublished - 1 Jan 2009


    • strategy formulation
    • strategy content
    • organizational performance
    • local government
    • empirical study


    Dive into the research topics of 'Strategy Formulation, Strategy Content and Performance'. Together they form a unique fingerprint.

    Cite this