Strategy in the public sector

Joubert, Christopher

doi:10.1080/09540968809387484

Cited by 7 publications

(4 citation statements)

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“…This article contributes by illustrating how learning occurred as a consequence of the process, and probably affected the city organization more than what is stated in the final document. Moreover, the article contributes to the literature on public-sector strategic management by illustrating the role of strategies and strategy formulation from a micro, practice perspective, highlighting the "doing" of strategy; i.e., the practice, praxis, and practitioners (Joubert 1988;Denis, Langley, and Lozeau 1991;Steane 1999;Bryson et al 2009;Ferlie and Ongaro 2015;George and Desmith 2014;Bryson et al 2018). development of New Public Governance, emphasizing collaborations and partnerships across boundaries.…”

Section: Introductionmentioning

confidence: 99%

The strategy process as a result of learning, questioning, and performing in a city organization

Brorström

2019

International Public Management Journal

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This article analyzes a strategy-drafting process, using it to illustrate what can happen in a strategy process that affects a city organization but is invisible in the final strategy document. In the ethnographically inspired method, a city organization and its strategy-formulating work were followed for two years. Observations and interviews were the main data-collection methods. The article builds on a framework from the strategy and public management literature. The article concludes that strategy formulation in public organizations is a means of learning new practices, questioning ongoing development, and enhancing performance.

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Section: Introductionmentioning

confidence: 99%

The strategy process as a result of learning, questioning, and performing in a city organization

Brorström

2019

International Public Management Journal

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“…Pasak strateginio valdymo teoretikø bei praktikø (Vebsterio (Webster) ir Vylio (Wylie), Volcho (Wolch) ir Rocho (Rocha) [23]), apsisprendimui parinkti vienà arba kità metodologijà, arba jø deriná, formuojant vieðojo sektoriaus institucijos strateginio planavimo modelá, didþiausià átakà turi institucijos aplinkos veiksniai. Parenkant konkreèius institucijos prisitaikymo prie jos aplinkos pokyèiø veiksmus bei priemones, bûtiniausia atsiþvelgti á politiniø, teisiniø, ekonominiø, socialiniø, technologiniø veiksniø bei institucijos veikla suinteresuotø subjektø visumà, kuri apibûdina institucijos aplinkos ávairiapusiðkumà ir institucijos aplinkos pokyèiø dinamiðkumà, kuris nusako iðvardytø institucijos aplinkos veiksniø kitimo pobûdá (Joubertas (Joubert) [34]).…”

Section: Veiksniai Lemiantys Vieðojo Sektoriaus Institucijø Strategiunclassified

Methodological Approaches to Strategic Planning of Public Sector Institutions

Bivainis

Tunčikienė

2005

Technological and Economic Development of Economy

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In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create preconditions to specify and systematize essential characteristics of approaches. Prescriptive strategic planning can be defined by sufficient foresight of future, systemic complexity, necessary definition, large possibilities of formalization, one‐sided adaptation of strategic decisions with organizational structure, petty stimulation of initiative, stable consistency of planning steps. Emergent strategic planning can be defined by petty foresight of future, fragmentary complexity, weak definition, limited formalization, double‐sided adaptation of strategic decisions with organizational structure, large creativity, unstable sequence of planning steps. This characteristics are being handled as assumptions. According to the prescriptive approach they are favorable for preparing decisions, which are oriented to increase opportunities of institution strategic accordance with its environment demands. According to the emergent approach ‐ they are favorable for preparing decisions which are oriented to emerge institution potential for opportunities used. With regard to inside and external environment factors of institution which predetermine the choice of methodology, the regularities of coherency of factors and methodologies which are suggested to apply for integral combination of approaches in specific institutions situation are defined.

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“…Professional values and procedures act to protect the organization from arbitrary political intervention. With a lack of clarity regarding outputs, the focus of attention in terms of performance measurement will tend to lie in inputs [69]. With no "bottom line" of profit, public sector organizations are inclined to measure their performance in terms of input or process-based measures, for example numbers employed or number of letters answered or cases dealt with.…”

Section: Blurred Objectivesmentioning

confidence: 99%

Privatization and the internal environment

Parker

1995

International Journal of Public Sector Management

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Privatization is occurring at various levels of government in many countries around the world. So extensive is the reform programme that the term “reinventing government” has taken on a fashionable gloss. To date, privatization and market testing programmes have been advocated with surprisingly little exploration of the internal changes that are likely to be necessary if performance is to improve as expected. Explores the type of internal changes that are likely to be necessary if privatization is to have a beneficial impact on performance.

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Strategy in the public sector

Cited by 7 publications

References 0 publications

The strategy process as a result of learning, questioning, and performing in a city organization

The strategy process as a result of learning, questioning, and performing in a city organization

Methodological Approaches to Strategic Planning of Public Sector Institutions

Privatization and the internal environment

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