Home > Research > Publications & Outputs > The performance implications of strategic capit...

Research

Links

Text available via DOI:

View graph of relations

The performance implications of strategic capital for public leisure providers

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

Standard

The performance implications of strategic capital for public leisure providers. / Hodgkinson, Ian Richard; Hughes, Paul.
In: The Service Industries Journal, Vol. 32, No. 8, 01.06.2012, p. 1375-1391.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Hodgkinson, IR & Hughes, P 2012, 'The performance implications of strategic capital for public leisure providers', The Service Industries Journal, vol. 32, no. 8, pp. 1375-1391. https://doi.org/10.1080/02642069.2011.567413

APA

Hodgkinson, I. R., & Hughes, P. (2012). The performance implications of strategic capital for public leisure providers. The Service Industries Journal, 32(8), 1375-1391. https://doi.org/10.1080/02642069.2011.567413

Vancouver

Hodgkinson IR, Hughes P. The performance implications of strategic capital for public leisure providers. The Service Industries Journal. 2012 Jun 1;32(8):1375-1391. doi: 10.1080/02642069.2011.567413

Author

Hodgkinson, Ian Richard ; Hughes, Paul. / The performance implications of strategic capital for public leisure providers. In: The Service Industries Journal. 2012 ; Vol. 32, No. 8. pp. 1375-1391.

Bibtex

@article{a34ed7b1be8241f1abeb90019598a049,
title = "The performance implications of strategic capital for public leisure providers",
abstract = "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 {\textquoteleft}strategy commitment{\textquoteright}, {\textquoteleft}implementation support{\textquoteright}, {\textquoteleft}implementation effectiveness{\textquoteright}, and {\textquoteleft}learning{\textquoteright} – 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.",
author = "Hodgkinson, {Ian Richard} and Paul Hughes",
year = "2012",
month = jun,
day = "1",
doi = "10.1080/02642069.2011.567413",
language = "English",
volume = "32",
pages = "1375--1391",
journal = "The Service Industries Journal",
issn = "0264-2069",
publisher = "Frank Cass Publishers",
number = "8",

}

RIS

TY - JOUR

T1 - The performance implications of strategic capital for public leisure providers

AU - Hodgkinson, Ian Richard

AU - Hughes, Paul

PY - 2012/6/1

Y1 - 2012/6/1

N2 - 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.

AB - 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.

U2 - 10.1080/02642069.2011.567413

DO - 10.1080/02642069.2011.567413

M3 - Journal article

VL - 32

SP - 1375

EP - 1391

JO - The Service Industries Journal

JF - The Service Industries Journal

SN - 0264-2069

IS - 8

ER -