Public sector strategy design : theory and practice for government and nonprofit organizations
Author(s)
Bibliographic Information
Public sector strategy design : theory and practice for government and nonprofit organizations
Routledge, 2021
- : pbk
Available at 3 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references (p. [235]-257) and index
Description and Table of Contents
Description
Within the public sector, strategies are not designed to influence markets, but instead to guide operations within a complex environment of multilateral power, influence, bargaining, and voting. In this book, authors David McNabb and Chung-Shingh Lee examine five frameworks public sector organization managers have followed when designing public sector strategies. Its purpose is to serve as a guide for managers and administrators of large and small public organizations and agencies. This book is the product of a combined more than sixty years of researching, teaching and leading organizational seminars on the theory and practice of management applications in industrial, commercial, nonprofit and public sector organizations. The book consists of four parts: Strategic Management and Strategy Fundamentals; Frameworks for Designing Strategies; Examples of Public Sector Strategies; and Implementing Strategic Management. Throughout, the focus is on the widespread value of strategic management and adopting the strategy appropriate for the organization. Including chapters on game theory, competitive forces, resources-based view, dynamic capabilities, and network governance, the authors demonstrate ways that real managers of public sector and civil society organizations have put strategic management to work in their organizations. This book will be of interest to both practicing and aspiring public servants.
Table of Contents
List of Boxes, Figures and Tables. Preface. Part I Strategic Management and Strategy Fundamentals. Chapter 1 Introduction. Chapter 2 Strategy Fundamentals. Chapter 3 Strategy Design in the Public Sector. Part II Frameworks for Designing Strategy. Chapter 4 The Competitive Forces Framework. Chapter 5 The Resource-Based Framework. Chapter 6 The Dynamic Capabilities Framework. Chapter 7 Network Management Framework. Chapter 8 The Game Theory Framework. Part III Public Sector Strategies. Chapter 9 Strategy Design and Strategic Orientation. Chapter 10 Public Sector Innovation Strategies. Chapter 11 Public Sector Sustainability Strategies. Chapter 12 Performance Management Strategies. Chapter 13 Organizational Transformation Strategies. Part IV Implementing Strategic Management. Chapter 14 Putting Strategic Management to Work. Chapter 15 Strategic Planning Refresher. Bibliography. About the Authors.
by "Nielsen BookData"