ABSTRACT

The previous two Chapters analysed whether operators in a different institutional context can (strategic context) and want to (strategic plans) have different strategies. This Chapter attempts to establish whether these operators indeed also execute different strategies (strategic actions). Strategic actions are the realized strategies, which are assumed to have a direct relation with the performance of the operators. It is hypothesized that the institutions of WSS providers indeed make a difference for the strategies they realize. A survey was conducted to analyse the implications of different institutional contexts on strategic actions. A sample was selected of private operators (in England & Wales), of publicly owned operators (in the Netherlands, Scotland, Northern Ireland and Italy), and of jointly owned, or mixed, operators (in Italy). The strategic actions were assessed using a typological approach as previously elaborated in the Research Design Section (see Chapter 5). A comparison is made on whether the strategic typologies of operators with different ownership characteristics provide a statistical difference. The Chapter is structured in the following manner. First, background is given on the survey population, followed by a description of the survey methodology and outcomes. Finally the Chapter draws conclusions on the relation between institutional context and strategies.