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The performance implications of strategic capital for public leisure providers

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journal contribution
posted on 23.06.2014 by Ian Hodgkinson, Paul Hughes
Strategic capital has emerged as a key source of competitive heterogeneity in the private sector. Despite this, little is known about the performance implications of strategic capital in public organisations. Adopting a resource-advantage perspective, we examine the performance implications of strategic capital for public leisure providers. Analysing data generated from public leisure providers, we find that effective strategy implementation enables leisure providers to exploit comparative advantages, which is itself a source of sustained advantage. Furthermore, high performers are endowed with significantly greater levels of strategic capital - which include 'strategy commitment', 'implementation support', 'implementation effectiveness', and 'learning' - in contrast with low performers. Important differences between internal and external approaches to provision are also identified and discussed, along with the implications of this study for researchers and public policy. © 2012 Taylor and Francis Group, LLC.

History

School

  • Business and Economics

Department

  • Business

Published in

Service Industries Journal

Volume

32

Issue

8

Pages

1375 - 1391

Citation

HODGKINSON, I.R. and HUGHES, P., 2012. The performance implications of strategic capital for public leisure providers. Service Industries Journal, 32 (8), pp. 1375 - 1391.

Publisher

© Taylor & Francis

Version

AM (Accepted Manuscript)

Publication date

2012

Notes

This is an Accepted Manuscript of an article published in Service Industries Journal in 2012, available online: http://www.tandfonline.com/10.1080/02642069.2011.567413

ISSN

0264-2069

eISSN

1743-9507

Language

en

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