ABSTRACT
This chapter continues the chronologically organized review of more recent schools. From the 1980s onwards, the proliferation of schools of strategic management has accelerated, bringing in new disciplinary perspectives. The chapter initially examines the increasing influence of the Resource Based View of the firm/organization (3.1) coming from an alternative branch of industrial economics and which has had increasing applications in public services organizations. It then introduces the corporate governance perspective (3.2) (with links to the academic discipline of law) with its special focus on the Board. There are brief introductions to the network governance (3.3) and strategy as process schools (3.4) but these themes are picked up in later chapters in their own right. The chapter then reviews the recent and increasingly influential strategy as practice school (3.5), informed by more sociological and practice-based approaches. It finally explores the Public Value school (3.6) which is distinctively developed within public services settings, including American local government. Case studies from a range of distinguished international authors are included in boxes and shed light on important facets of strategy formation. The threads of both Chapters 2 and 3 are finally drawn together in an overview section which provides comparative discussion of all the different schools and what they contribute.
