ABSTRACT
Public Sector Strategy explores how strategic decisions are developed and implemented in the public sector, and examines the psychology underpinning strategic decision-making.
Combining knowledge from traditional perspectives with contemporary insights on strategic management, this book considers how managers make their decisions and provides key concepts and practical tools to aid delivery of strategy within highly institutionalised settings. This book provides theoretical grounding, real-life global cases, and practical examples of strategic decisions in an international public-sector context by working through the underpinnings of strategy, the influencing factors of strategic decision-making, strategic implementation, and strategic tools in practice.
It should be a core textbook for advanced undergraduate and postgraduate students studying public sector strategy and strategic management more broadly. It will also be of benefit for public sector managers, consultants, and private sector organisations who wish to interact with the public sector.
TABLE OF CONTENTS
section Section 1|17 pages
The public sector
section Section 2|52 pages
Theoretical underpinnings of strategy
section Section 3|80 pages
Factors that influence strategic decision-making
chapter Chapter 5|21 pages
Influences on strategy development
section Section 4|71 pages
Strategic tools in practice
chapter Chapter 8|9 pages
Current debates within strategy as practice, neo-institutional theory, and workshops
chapter Chapter 9|18 pages
Revealed cognitive causal mapping
section Section 5|6 pages
Summary