Working Papers Home


2014 Working Papers
2013 Working Papers
2012 Working Papers
2011 Working Papers
2010 Working Papers
2009 Working Papers
2008 Working Papers
2007 Working Papers
2006 Working Papers
2005 Working Papers
2004 Working Papers
2003 Working Papers
2002 Working Papers
2001 Working Papers
2000 Working Papers


Search All Papers


JEL Classification


Past Working Papers (Prior to 2000)


Office of Research
Home Page



Information on
Submitting a Paper



 
 
"Resources, Capabilities, and Routines in Public Organization"

Peter G. Klein, Joseph T. Mahoney, Anita M. McGahan, and Christos N. Pitelis

 

First Author :

Peter G. Klein
Division of Applied Social Sciences
University of Missouri, Truman School of Public Affairs
135 Mumford Hall
Columbia, MO 65211
USA

573-882-7008

pklein@missouri.edu


Second Author :

Joseph T. Mahoney
Business Administration
University of Illinois at Urbana-Champaign, College of Business
1206 South Sixth Street
Champaign, IL 61820
USA

217-244-8257

josephm@illinois.edu

http://www.business.uiuc.edu/faculty/mahoney.html


Third Author :

Anita M. McGahan
University of Toronto, Rotman School of Management
105 St. George St
Toronto, ON M5S 3E6
Canada

416-978-6188

amcgahan@rotman.utoronto.ca


Fourth Author :

Christos N. Pitelis
Centre for International Business and Management
University of Cambridge, Judge Business School
Trumpington Street
Cambridge CB2 1AG
UK

44-0-1-223-339618

c.pitelis@jbs.cam.ac.uk

 
 
Abstract :
 
States, state agencies, multilateral agencies, and other non-market actors are relatively under-studied in the strategic entrepreneurship literature. While important contributions examining public decision makers have been made within the agency-theoretic and transaction-cost traditions, there is little research that builds on resource-based, dynamic capabilities, and behavioral approaches to organizations. Yet public organizations can be usefully characterized as stocks of physical, organiza-tional, and human resources; they interact with other organizations in pursuing a type of competitive advantage; they can possess excess capacity, and may grow and diversify in part according to Penrosean (dynamic) capabilities and behavioral logic. Public organizations may be managed as stewards of resources, capabilities, and routines. This paper shows how resource-based, (dynamic) capabilities, and behavioral approaches shed light on the nature and governance of public organizations and suggests a research agenda for public entrepreneurship that reflects insights gained from applying strategic management theory to public organization.
 
 
Keywords :
 
behavioral approach, dynamic capabilities, public organization, Resources
 
 
Manuscript Received : 2011
Manuscript Published : 2011
 
 
This abstract has been viewed 671 times.
Click here to view the full text of this paper.