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Service strategy to improve operational capabilities in the public sector

Author

Listed:
  • Ying Fan
  • Monique L. French
  • Rebecca Duray
  • Gary L. Stading

Abstract

Public institutions, such as emergency services, face unique operational challenges because they do not have a clear profit motive, operate in a political system as opposed to a market system, and have a fragmented authority structure. This study applies traditional operations and service strategy theory to the not-for-profit, public sector context. Synthesizing research from these theoretical domains, a contingency framework is developed to determine the effect of environmental uncertainty and strategic choices on operational capabilities in emergency services under different governance structures. Operations strategy research traditionally uses survey-based measures, while emergency services research focuses on mathematical modeling techniques. In contrast, this study analyzes archival data with 9800 emergency incidents using hierarchical regression. The results support that in the public not-for-profit context, strategic choices mediate the impact of environmental uncertainty on operational capability. Furthermore, governance structure moderates the impact of environmental uncertainty and strategic choices.

Suggested Citation

  • Ying Fan & Monique L. French & Rebecca Duray & Gary L. Stading, 2017. "Service strategy to improve operational capabilities in the public sector," The Service Industries Journal, Taylor & Francis Journals, vol. 37(11-12), pages 703-725, September.
    • Handle: RePEc:taf:servic:v:37:y:2017:i:11-12:p:703-725
    DOI: 10.1080/02642069.2017.1304928
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    Cited by:

    1. Liliana Ávila & Luís Miguel D. F. Ferreira & Marlene Amorim, 2021. "What is different about social enterprises’ operational practices and capabilities?," Operations Management Research, Springer, vol. 14(3), pages 318-336, December.

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