Managing from the Inside Out: Drawing on 'Receptivity' to Explain Variation in Strategy Implementation

Article Abstract:

The concept of receptivity for organizational change is used to explain strategy implementation variation. The article identifies four receptivity factors: implementation capacity, institutional politics, leading change, and ideological vision; these are used to analyze two contrasting government outsourcing strategies.

Strategy & planning, Planning, Organizational change, Company business planning

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Organizational Networking in UK Biotechnology Clusters

Article Abstract:

The authors conclude that industry factors drive organizational networking patterns in the United Kingdom's biotechnology industry. These include research funding, the technology-science base, competitor strategies, and the business models of firms. Implications for cluster policy research are discussed.

United Kingdom, Drugs, Alliances, partnerships, Biotechnology industry, Biotechnology industries, Alliances and partnerships, Business networks (Social groups)

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Managing from the inside out: drawing on 'receptivity' to explain variation in strategy implementation

Article Abstract:

The article examines four receptivity factors that influence the success of local government strategies for outsourcing in England. These are leading change, ideological vision, implementation capacity and institutional politics. Implications for level of change are discussed.

Public Administration, England, State & Local Government, Local Government, State/local government software

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