Strategic Management and Public Service Performance

Andrews, Rhys; Boyne, George Alexander; Law, Jennifer; Walker, Richard M.

doi:10.1057/9780230349438

Cited by 75 publications

(80 citation statements)

References 13 publications

(11 reference statements)

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“…Finally, future work should integrate the development of these perspectives, considering their effects on the performance -both anticipated and un-anticipated (we realize definitions may not be simple and may require further methodological work) of the public organizations concerned (see earlier work by Andrews et al 2009Andrews et al , 2012.…”

Section: Future Research Agendamentioning

confidence: 98%

Applying Strategic Management Theories in Public Sector Organizations: Developing a typology

Hansen

Ferlie

2014

Public Management Review

117

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This article discusses the utility of two different strategic management theories in different types of public organizations including contemporary New Public Managementbased public organizations, namely Porter's strategic positioning model and the resource-based view of strategy. We argue that possibilities for applying these theories vary depending on the type of public organizations involved, and are less appropriate in traditional settings but more relevant in autonomized and market-like service-delivery organizations. We further propose that their increased applicability depends on three specific conditions: the degree of administrative autonomy, performance-based budgeting and market-like competition. We give empirical examples drawn from public services in the UK and Denmark. We call for more exploration of these (and other) strategic management approaches within contemporary public services organisations but also more exploration of the limitations of these frameworks.

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Section: Future Research Agendamentioning

confidence: 98%

Applying Strategic Management Theories in Public Sector Organizations: Developing a typology

Hansen

Ferlie

2014

Public Management Review

117

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“…Nevertheless, SM had shaped public-sector with a strong positive impact on various aspects of this sector performance, it also generated many changes across POs to enhance their performance (Pollitt & Bouckaert, 2011;Andrews, Boyne, Law, & Walker. 2012).…”

Section: Public Reform and Strategic Managementmentioning

confidence: 99%

Applications of Strategic Management Practices in Public Sector: Cases From Some Middle East Countries

Tamimi

2018

ASSRJ

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The aim of this research paper is to investigate Strategic Management (SM) practice in Public Organizations (POs) within some Middle East (MEt) countries. This is an archival-desktop research paper reviewing available literature on SM in the last two decades. Fundamentally, this paper posts a question of; "How do POs in MEt countries practice SM?" The answer of this investigation is being based on the extent of the available literature from SM theory and application within public sector in some MEt countries. This paper is one of the first attempts to analysis and interpret SM practices within MEt region. This analysis used content analyses techniques, the researcher found four variables that contribute in the effectiveness of SM existence conditions within POs. These variables are; public reform, and SM elements (strategy formulation, implementation, and evaluation) situations and challenges. Finally, this paper discussed the implication and lessons learned for improvement. Findings indicate that even though there are some countries practice SM in this area in various degrees, but it also shows that most of these countries are struggling in practicing SM for various reasons. While, results showed a positive impact of SM tools practices on POs performance. Outcomes also indicate that there are other issues needs to be considered in these countries which are public-reforms and decentralization successes within POs in each case. However, relying on data from literature review limits the in-depth discussion but at least offer critical analysis on achievements of SM implementation in MEt countries.

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“…Such structures are expected to make it more opportune for managers to pay attention to strategic aspects such as competing actors, client needs and financial stability. Studies have also associated strategic management in public organizations with desired organizational outcomes (Moore, ; Poister, Pitts and Edwards, ) and positive effects of strategy on performance (Andrews et al ., ). However, others have raised concerns about NPM reforms because of unintended effects such as opportunistic behaviour, gaming and collective action problems (Andersen and Serritzlew, ; Christensen and Lægreid, ; Le Grand, ; Soss, Fording and Schram, ).…”

Section: Introductionmentioning

confidence: 97%

Changing Strategy Processes and Strategy Content in Public Sector Organizations? A Longitudinal Case Study of NPM Reforms’ Influence on Strategic Management

Hansen

Jacobsen

2016

British J of Management

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New Public Management reforms have been argued to intensify the use of strategic management in public organizations, but there is a need to understand how reforms influence specific aspects such as strategy processes and strategy content. The NPM reforms are expected to formalize and professionalize strategy processes and strategy content towards greater competitiveness, but this may counter cooperation between organizations, which is essential in many areas for overall service provision. Research has provided little empirical knowledge about the simultaneous competition and cooperation in the public sector. This study offers such knowledge via a panel case study of five Danish upper secondary schools over a ten-year period during a large NPM reform. The study includes three rounds of interviews with school principals before, during and after the reform, combined with secondary data. The study shows that, during reform implementation, strategy processes become more formalized and professionalized, and that teachers, in particular, lose influence. Regarding strategy content, the authors find an increase in external focus and competition, though schools maintain a focus on cooperation. The results suggest that NPM reforms can significantly change strategic management in public organizations, and that this is not necessarily at the expense of cooperation, at least in the short run.Jesper Rosenberg Hansen PhD is associate professor at the Department of Management, Aarhus University, Denmark. His research focuses on public management especially in regard to sector differences in organizational behaviour, leadership and innovative behaviour. He has also published on strategy and contracting out in public organizations and on sector switching.

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Strategic Management and Public Service Performance

Cited by 75 publications

References 13 publications

Applying Strategic Management Theories in Public Sector Organizations: Developing a typology

Applying Strategic Management Theories in Public Sector Organizations: Developing a typology

Applications of Strategic Management Practices in Public Sector: Cases From Some Middle East Countries

Changing Strategy Processes and Strategy Content in Public Sector Organizations? A Longitudinal Case Study of NPM Reforms’ Influence on Strategic Management

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