Can We Apply Business Strategy Analysis Concepts to the Public Sector?
A special issue of Administrative Sciences (ISSN 2076-3387).
Deadline for manuscript submissions: closed (15 November 2016) | Viewed by 60805
Special Issue Editor
Interests: policy analysis; public-private partnerships; contracting out; outsourcing; corporatization; cost-benefit analysis; business strategy; government and business
Special Issue Information
Dear Colleagues,
There is increasing recognition that strategic analysis is a useful exercise for those public agencies with a reasonably clear and identifiable service delivery purpose (Irwin, 2002; Kelman et al., 2003; Kendrick, 2003, Moore, 2000; Stewart, 2004). For strategic analytic purposes, it does not matter whether the public entity is a “line” department or some form of quasi-autonomous or “corporatized” entity, although these distinctions may well condition the specifics of the analysis.
However, both the theoretical frameworks and analytic techniques and tools that are appropriate for public management generally and public agency strategic analysis specifically are quite open and, indeed, often contentious (Greve, 2015). Vining (2011) argues that some theoretical constructs and tools derived from private sector strategic analysis are useful for public sector analysis with appropriate modification; other public management scholars are more skeptical. The purpose of this Special Issue is to explore these issues. Both original theory and empirical contributions are welcome provide they directly focus on applicability to strategy development in public organizations. Case studies, especially comparative studies, of agency use of strategic analysis tools are also welcome.
Prof. Dr. Aidan R. Vining
Guest Editor
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References
Greve, C. 2015. “Ideas in Public Management Reform for the 2010s. Digitization, Value Creation and Involvement.” Public Organization Review 15: 49–65.
Irwin, D. 2002. “Strategy Mapping in the Public Sector.” Long Range Planning 35(6): 637–47.
Kelman, S. 2007. “Public Administration and Organization Studies.” The Academy of Management Annals 1(1): 225–267.
Kendrick, R. 2003. “Strategic Planning Environment, Process, and Performance in Public Agencies: A Comparative Study of Departments in Milwaukee.” Journal of Public Administration Research and Theory 13(4): 491–519.
Moore, M. H. 2000. “Managing for Value: Organizational Strategy in For-Profit, Nonprofit, and Governmental Organizations.” Nonprofit and Voluntary Sector Quarterly 29(1): 183–204.
Stewart, J. 2004. “The Meaning of Strategy in the Public Sector.” Australian Journal of Public Administration 63(4): 16–21.
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