Strategic management in the public sector: a rational, political or collaborative approach?

Abstract

Although experimented within public organisations for over 30 years, strategic planning and management still raise a number of questions and doubts as to their ability to improve public performance. The purpose of this article is to look into the strategy formulation processes in the public sector and the type of strategic approach that best matches the characteristics of this sector. It sets out to do so by first drawing up a theoretical analysis grid, based on the three main approaches to strategy in the public sector. This is followed by an exploratory case study that brings to light a complex strategic process that combines and alternates rational, collaborative and political decision-making logics, and a planned and incremental development. Points for practitionersThis research highlights the need to combine different logics and approaches in the strategic control of public organisations: a rational logic, a political logic and a collaborative logic. It underlines, in particular, the importance for public managers to build skills in the development and management of inter-organisational networks and interpersonal relationships. The ability to create interactions between a variety of stakeholders, both internal and external, to mobilise and channel collective intelligence towards the definition and implementation of public projects and policies is a key component of the strategic management of public organisations.

Strategic Analysis and Service Design for Community Policing

“…In CP collaborative aspect underlies strategy process, which is an opportunity to improve interaction and mutual learning among stakeholders. (see Favoreu et al 2016). …”

“…Often security issues are more than police matters and the analysis of underlying mechanisms may reveal a need for collaborative intervention. Favoreu et al (2016) divide three different aspects in the strategy formulation process: rational, political and collaborative. These aspects don't refute each other but vary at different phases of strategy process.…”

Strategic Planning in the Malawi Public Sector: Potential Tool for Progress or Regression?

“…Based on a literature survey, Johnsen (2015) and Favoreu et al (2015:1) identifies the following typologies or models which are prevalent in the public sector strategic planning and management:…”

“…Strategic safari (Mintzberg 1990in Johnsen 2015 Developed the typology of ten strategic management schools of thought which were later revised in 2009 and referred to them as a Strategic safari 6 Rational approach (Christensen et al 1973in Favoreu et al 2015 and (Ansoff 1987in Favoreu et al 2015 This approach mainly focuses on the principles of the absolute rationality of decisions (objectivity) and the economic optimization of choices.…”

“…Political approach (Marsh and Rhodes 1992 in Favoreu et al 2015) and (Simon 1983in Favoreu et al 2015 The approach argues that what guides strategy formulation and implementation is the logics of conflict and battle of interests in an organizational environment.…”