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dc.contributor.authorKlein, Peter G
dc.contributor.authorMahoney, Joseph T.
dc.contributor.authorMcGahan, Anita M
dc.contributor.authorPitelis, Christos N.
dc.date.accessioned2019-01-23T06:40:32Z
dc.date.available2019-01-23T06:40:32Z
dc.date.issued2010-02-09
dc.identifier.urihttps://dspace.adu.ac.ae/handle/1/1494
dc.descriptionKlein, P., Mahoney, J., McGahan, A., & Pitelis, C. (2010). Resources, capabilities, and routines in public organizations.en_US
dc.description.abstractStates, state agencies, multilateral agencies, and other non-market actors are relatively under-studied in strategic management and organization science. While important contributions to the study of public actors have been made within the agency-theoretic and transaction-cost traditions, there is little research in political economy that builds on resource-based, dynamic capabilities, and behavioral approaches to the firm. Yet public organizations can be characterized as stocks of human and non-human resources, including routines and capabilities; they can possess excess capacity in these resources; and they may grow and diversify in predictable patterns according to behavioral and Penrosean logic. This paper shows how resource-based, dynamic capabilities, and behavioral approaches to understanding public agencies and organizations shed light on their nature and governance.en_US
dc.language.isoenen_US
dc.publisherSSRNen_US
dc.subjectResource-based viewen_US
dc.subjectdynamic capabilitiesen_US
dc.subjectbehavioral viewen_US
dc.subjectpublic organizationsen_US
dc.titleResources, Capabilities, and Routines in Public Organizationsen_US
dc.typeArticleen_US
dc.identifier.doihttps://doi.org/10.2139/ssrn.1550028


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