Resources, Capabilities, and Routines in Public Organization

Peter Klein, Joseph T. Mahoney, Anita M. McGahan and Christos Pitelis
Additional contact information
Joseph T. Mahoney: University of Illinois, Urbana-Champaign
Anita M. McGahan: University of Toronto

Working Papers from University of Illinois at Urbana-Champaign, College of Business

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, organizational, 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.

Date: 2011
New Economics Papers: this item is included in nep-cbe, nep-cis and nep-cse
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:ecl:illbus:11-0101

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