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Cited by 169Public Policy and Administration ResearchPublic Administration and GovernancePolitical Influence and Corporate Strategies

Assessing the Effects of Organizational Resources on Public Agency Performance: Evidence from the US Federal Government

Lee, S.-Y., Whitford, A. B.·2013·Journal of Public Administration Research and Theory
DOI 10.1093/jopart/mus050
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Abstract

We assess the usefulness of a theory of organizations, the Resource-Based View, for the study of public agencies. We examine the differential impacts of an array of organizational resources (administrative, human, financial, physical, political, and reputation resources) on a core measure of federal agency effectiveness. Our analysis shows that certain types of resources have positive impacts on agency effectiveness, such as administrative (number of members in top governing structure), personnel (the level of professionalization of its employees), financial (spending authority from offsetting collections), and political (presidential attention and the agency’s public reputation), although certain other resources have negative impacts. Our study shows that strategic knowledge about resources can enhance understanding of agency performance.

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Crossref · 10.1093/jopart/mus050

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  • Organizational protocols, workflows, and processes are followed by workers daily and significantly shape decision-making.

    “Protocols, workflows, and processes established at the organization that are followed by workers in their day-to-day practice and play a significant role in decision-making [69,74,97].”

    From A Framework of High-Stakes Algorithmic Decision-Making for the Public Sector Developed through a Case Study of Child-Welfare (2021) · cites this paper as [69]

    The Administrative Resources section says an agency’s top decision-making structure is an organizational resource and links administrative resources to the quality of decisions. It does not say that workers follow organizational protocols, workflows, or processes in daily practice, or that those practices significantly shape their decisions. Page numbers are unavailable in our copy. (LLM, conf=0.78)

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  • Availability of essential administrative, financial, personnel, and political resources directly affects organizational performance.

    “Availability of essential resources (administrative, financial, personnel, political) directly impact organizational performance [45,69,82].”

    From A Framework of High-Stakes Algorithmic Decision-Making for the Public Sector Developed through a Case Study of Child-Welfare (2021) · cites this paper as [69]

    The Model Estimation and Results section examines administrative, human, financial, and political resources in relation to US federal agency effectiveness. It reports positive relationships for some resources, but negative or insignificant effects for others. Thus, the paper supports a link between resources and performance, not an unqualified claim that the availability of each type directly affects performance. (LLM, conf=0.86)

    Experimental — accuracy not yet measured

  • Resources can be viewed as constraints within which an organization must operate.

    “Resources can also be viewed as constraints within which the organization must operate [69].”

    From A Framework of High-Stakes Algorithmic Decision-Making for the Public Sector Developed through a Case Study of Child-Welfare (2021) · cites this paper as [69]

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Research works printed but not linked: 13

  1. [25]25. Evans, William N., Murray, Sheila E., and Schwab, Robert M. 1997. Schoolhouses, courthouses, and statehouses after serrano. Journal of Policy Analysis and Management 16 (1):10-31.
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  6. [46]46. Hoopes, David G., Madsen, Tammy L., and Walker, Gordon. 2003. Why is there a resource- based view? Toward a theory of competitive heterogeneity. Strategic Management Journal 24 (10):889-902.
  7. [50]50. Carolyn J. Heinrich and Laurence E. Lynn, Jr., 292-318. Washington, DC: Georgetown University Press.
  8. [52]52. Iyengar, Shanto. 1991. Is anyone responsible? Chicago, IL: University of Chicago Press.
  9. [53]53. Jackson, Sophie E. 1992. Consequences of group composition for the interpersonal dynamics of strategic issue processing. In Advances in strategic management, ed. Paul Shrivastava, Anne Huff, and Jane Dutton, 345-382. Greenwich, CT: JAI Press.
  10. [75]75. Page, Benjamin I., and Shapiro, Robert Y. 1992. The rational public. Chicago, IL: University of Chicago Press.
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  13. [104]104. Williamson, Oliver E. 1999. Strategy research: Governance and competence perspectives. Strategic Management Journal 20:1087-108.

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Authors
Lee, S.-Y., & Whitford, A. B.
Affiliations
  • Seoul National University (KR)
  • University of Georgia (US)
ORCID
Whitford, A. B.
Venue
Journal of Public Administration Research and Theory
Publisher
Oxford University Press (OUP)
Published
2012-11-19
Volume
23
Issue
3
Pages
687-712
ISSN
  • 1053-1858 (ISSN-L)
  • 1477-9803
DOI
10.1093/jopart/mus050
OpenAlex
W2081046465
Cited by
169
References
87
Citations by year
2026: 9 · 2025: 22 · 2024: 13 · 2023: 24 · 2022: 11 · 2021: 23 · 2020: 8 · 2019: 15 · 2018: 8 · 2017: 9 · 2016: 8 · 2015: 11 · 2014: 8
FWCI
19.69
Type
journal article
Language
en
Open access
closed
Locations
Journal of Public Administration Research and Theory (publishedVersion)
Topics
  • Social Sciences › Public Administration › Public Policy and Administration Research
  • Social Sciences › Political Science and International Relations › Public Administration and Governance
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Political Influence and Corporate Strategies
Keywords
resource-based view, organizational resources, public agency performance, federal agencies, administrative resources, human resources, financial resources, political resources, reputation, professionalization, agency effectiveness

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