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Public Sector Strategy: Concepts, Cases and Tools [Mīkstie vāki]

(Manchester Metropolitan University, UK), (Manchester Metropolitan University, UK), (Manchester Metropolitan University, UK)
  • Formāts: Paperback / softback, 240 pages, height x width: 246x174 mm, weight: 453 g, 7 Tables, black and white; 56 Line drawings, black and white; 8 Halftones, black and white; 64 Illustrations, black and white
  • Izdošanas datums: 28-Feb-2022
  • Izdevniecība: Routledge
  • ISBN-10: 0367361752
  • ISBN-13: 9780367361754
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  • Cena: 66,41 €
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Public Sector Strategy: Concepts, Cases and ToolsPalielināt
  • Formāts: Paperback / softback, 240 pages, height x width: 246x174 mm, weight: 453 g, 7 Tables, black and white; 56 Line drawings, black and white; 8 Halftones, black and white; 64 Illustrations, black and white
  • Izdošanas datums: 28-Feb-2022
  • Izdevniecība: Routledge
  • ISBN-10: 0367361752
  • ISBN-13: 9780367361754
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780367361754.html
Keywords:
"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 institutionalized 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 organizations who wish to interact with the public sector"--

Public Sector Strategy explores how strategic decisions are developed and implemented in the public sector, and examines the psychology underpinning strategic decision-making. This book combines knowledge from traditional perspectives with contemporary insights on strategic management.

Recenzijas

"This book fills a much-needed gap in the market by combining strategic management and the public sector. Its uniqueness lies in the exploration of psychology within strategic decision making and extensive guidance to practitioners It builds upon the work of seminal authors and shows how theory derived from the private sector can be adapted to the public sector. It will be a valuable book to UG and PG students and public sector managers." Maria Mouratidou, Institute of Business, Industry & Leadership, University of Cumbria, UK

"The book provides a well-balanced coverage of theories and applications of strategy and strategic decision-making in the public sector. The authors explain the role of institutional, cognitive and behavioural processes in making strategic decisions. Case studies and tools like, for example, cognitive mapping and strategic workshops will help practitioners develop strategy in public sector organisations." Alberto Asquer, School of Finance and Management, SOAS University of London, UK

Author details viii
Prelude: introduction to the book 1(6)
SECTION 1 The public sector
7(18)
1 What is the "public sector"?
9(16)
1.1 Introduction
9(1)
1.2 Defining "the public sector"
10(2)
1.3 Public sector around the world
12(3)
1.4 Illustrative example: UK local government
15(5)
1.5
Chapter summary
20(5)
SECTION 2 Theoretical underpinnings of strategy
25(52)
2 Approaches to developing strategy in the public sector
27(10)
2.1 Introduction
28(1)
2.2 Traditional Public Administration (TPA)
28(1)
2.3 New Public Management (NPM)
29(3)
2.4 Network governance
32(2)
2.5
Chapter summary
34(3)
3 Traditional approaches to strategy and value creation
37(40)
3.1 Introduction
38(1)
3.2 Competitive advantage and the rise of strategy frameworks
38(16)
3.3 Contemporary approaches and redefining value creation
54(2)
3.4 Towards a value framework for the public sector
56(4)
3.5 The balanced scorecard
60(11)
3.6
Chapter summary
71(6)
SECTION 3 Factors that influence strategic decision-making
77(80)
4 Influences on strategy development: classical models
79(19)
4.1 Introduction
80(1)
4.2 Exploring positivism and social constructionism within strategy
81(2)
4.3 Strategic management, a positivist ideology? An introduction to paradigms, context, ideology, and normative thinking
83(10)
4.4
Chapter summary
93(5)
5 Influences on strategy development: neo-institutional theory & organisational fields
98(21)
5.1 Introduction
99(1)
5.2 Neo-institutional theory
99(14)
5.3
Chapter summary
113(6)
6 The psychology of decision-making
119(19)
6.1 Introduction
120(1)
6.2 What is a "decision"?
120(2)
6.3 Typology of decisions
122(4)
6.4 How are decisions made?
126(7)
6.5
Chapter summary
133(5)
7 The use of cognitive heuristics in strategic decision-making
138(19)
7.1 Introduction
138(1)
7.2 Cognitive heuristics
139(15)
7.3
Chapter summary
154(3)
SECTION 4 Strategic tools in practice
157(72)
8 Current debates within strategy as practice, neo-institutional theory, and workshops
159(9)
8.1 Introduction: strategy as practice
159(1)
8.2 Strategy within different contexts
160(3)
8.3 Workshops
163(1)
8.4
Chapter summary
164(4)
9 Revealed cognitive causal mapping: theoretical underpinning and approaches to analysis
168(18)
9.1 Introduction
169(1)
9.2 Background and description of cognitive causal mapping
169(5)
9.3 Benefits and affordances of causal mapping
174(2)
9.4 Analysis of causal mapping
176(5)
9.5 Comparative causal/cognitive mapping within a workshop setting
181(2)
9.6
Chapter summary
183(3)
10 Running a strategy workshop -- a practical guide
186(22)
10.1 Introduction
186(1)
10.2 Process overview
187(4)
10.3 General guidance
191(5)
10.4 Worked example
196(10)
10.5
Chapter summary
206(2)
11 Case studies and insights from public sector strategy sessions
208(21)
11.1 Introduction
208(1)
11.2 Case study 4a health sector
209(6)
11.3 Case study 4b education sector
215(4)
11.4 Case study 4c local government sector
219(4)
11.5 Summary insights on the three cases
223(3)
11.6
Chapter summary
226(3)
SECTION 5 Summary
229(6)
12 Summary and conclusions
231(4)
12.1 Introduction
231(1)
12.2 Summary of the key chapters in the book
231(3)
12.3 Concluding thoughts
234(1)
Index 235
Mark Crowder is Senior Lecturer in Strategy, Programme Leader, and the Education Lead Officer for the Department of Strategy, Enterprise, and Sustainability at Manchester Metropolitan University, UK.

Mohammad Roohanifar is Senior Lecturer in Strategy and Subject Lead for Strategy and Sustainability within the Department of Strategy, Enterprise, and Sustainability at Manchester Metropolitan University, UK.

Trevor A. Brown is Senior Lecturer in Strategy and Apprenticeships Lead within the Department of Strategy, Enterprise, and Sustainability at Manchester Metropolitan University, UK, teaching professionals within education, health, and the public sector.