Public Sector Strategy Design Theory and Practice for Government and Nonprofit Organizations
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 organizatio...
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| Main Authors | , |
|---|---|
| Format | eBook Book |
| Language | English |
| Published |
New York
Routledge
2021
Taylor and Francis Taylor & Francis Group |
| Edition | 1 |
| Subjects | |
| Online Access | Get full text |
| ISBN | 9780367556778 0367556774 9780367556808 0367556804 |
| DOI | 10.4324/9781003094654 |
Cover
Table of Contents:
- Resource-based Framework -- Knowledge-based Framework -- Dynamic Capabilities Frameworks -- Competition-based Strategy Frameworks -- Five Public Sector Strategy Frameworks -- Strategic Management Frameworks -- The Competitive Forces Framework -- The Resource-Based View Framework -- The Dynamic Capabilities Framework -- The Network Governance Framework -- The Game Theory Framework -- Adopting Strategic Management -- Strategic Management Focus -- Strategic Issues -- Evaluating Potential Strategies -- Summary -- Part II: Frameworks for Designing Strategy -- Chapter 4: The Competitive Forces Framework -- SWOT Environmental Analysis -- Public-Private Sector Value Chain Example -- Analysis Illustration -- Five Forces Framework -- The Public Sector Value Strategies -- Value Chain Applicability Questions -- Identifying Public Values Processes -- Public Sector Supply Chains -- Generic Strategy Limitations -- Public Sector Strategic Positioning -- Public Sector Strategic Fit -- Public Sector Service Chain -- Employee Link -- Application Guide -- Summary -- Chapter 5: The Resource-Based Framework -- Core Concepts -- Resources -- Competencies -- Core Competencies -- Distinctive Competencies -- Critical Success Factors -- Resource-based Strategy -- Performance Measurement -- Organizational Assets -- VRIO Resources -- Resource Value -- Rare Resources -- RBV and Public Policy -- RBV and Strategic Alliances -- RBV and Quality Cities -- Applying the Framework -- Summary -- Chapter 6: The Dynamic Capabilities Framework -- Core Concepts -- Capabilities -- Dynamic Capabilities -- Capability Lifecycles -- Dynamic Capabilities Processes -- Sensing New Opportunities -- Seizing Opportunities -- Restructuring Capabilities -- Core Concept Themes -- Federal Restructuring Efforts -- Restructuring at the USDA -- Focus Restructuring at FIMA -- Unfinished Restructuring at the VA
- Transformation Pillars -- Transformation Strategies -- Sustainability Components -- Organizational Capacities -- Implementing Strategic Change -- Summary -- Part IV: Implementing Strategic Management -- Chapter 14: Strategic Management at Work -- Role of Strategy in Strategic Management -- Commitment Antecedents -- How Cultural Factors Constrain Change Efforts -- Impact on Government Agencies -- How Increasing Diversity Drives Organizational Change -- Need for a New Operating Ethos -- Changing the Management Culture -- Shifting Administrative Thinking -- Changing the Values of the Government Workforce -- Involving the Entire Organization -- Steps to Follow in the Change Process -- Step One: Identify Potential Culture-Based Problem(s) -- Culture Through the Organization Lifecycle -- Step Two: Identify Problem Issues -- Step Three: Identify Optimal Change Strategies -- Step Four: Build Bottom-up Commitment for Change -- Step Five: Implement Change Strategies -- Step Six: Assess Progress and Renew Commitment -- Plan, Do, Check, Act -- Summary -- Chapter 15: Strategic Planning Refresher -- Who We Are and What is Our Purpose? -- Describing an Organization's Mission -- Establishing a Vision -- Core Values -- Mission, Vision and Values Examples -- Federal-level Example -- State Agency Examples -- City Strategic Vision and Values -- Where Are We Now? -- Sources of Situation Analysis Information -- Where Do We Want To Be? -- Formulate Key Strategic Goals -- Agency Priority Goals -- How Will We Monitor Our Progress? -- State-level Performance Management -- City-level Performance Measurement -- Preparing the Finance Plan -- How Will We Transfer the Plan to Operations? -- Steps in the Strategic Planning Process -- Elements of a Strategic Plan -- Summary -- Bibliography -- Index
- Service Delivery Innovation -- Acquiring Personnel with Innovative Skills -- Innovation and Strategic Orientation -- Shadow Agency Strategies -- Missionary Agency Strategies -- Magician Agency Strategies -- Bright Star Innovation Strategies -- Generic Strategy Examples -- Adopting an Innovation Strategy -- Intended Constituency Focus -- Sustainability Focus Strategies -- Implications -- Adopting Strategic Innovation Strategies -- Summary -- Chapter 11: Public Sector Sustainability Strategies -- Sustainability Strategy Challenges -- Defining Sustainability -- Defining Strategic Sustainability -- Strategic Sustainability Planning -- EPA Sustainability Research -- Preparing for Sustainability -- Sustainable Operations -- Changing the Organization's Culture -- Components of a Strategic Sustainability Plan -- Section 1: Setting Sustainability Goals -- Section 2: Setting Objectives and Strategies -- Section 3: Alternatives Analysis -- Summary -- Chapter 12: Performance Management Strategies -- Public Sector Performance Management -- Key Performance Requirements -- Agency Strategic Plan -- Agency Priority Goals -- Priorities Examples -- Types of Programs -- Performance Plan Mandates -- Strategic Objectives -- State-level Performance Management -- City-level Performance Measurement -- Performance Management Systems -- Implementing a PMS -- Adopting Performance Management -- Introducing Strategic Performance Systems -- Summary -- Chapter 13: Strategies for Organizational Transformation -- Stage One: Environmental Analysis, Vision, and Mission -- The IAD Framework -- Stage Two: Facilitating Components and Processes -- Stage Three: Identifying and Selecting Strategies and Controls -- Types of Change -- Changing to Strategic Management -- Transforming Work -- Transformation Strategies -- A Transformation Model -- Context-based Components
- Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Table of Contents -- List of Illustrations -- Preface -- Acknowledgments -- Part I: Strategic Management and Strategy Fundamentals -- Chapter 1: Introduction -- Structure of the Book -- Chapter 1: Introduction -- Chapter 2: Strategy Fundamentals -- Chapter 3: Strategy Design in the Public Sector -- Chapter 4: The Competitive Forces Framework -- Chapter 5: The Resource-Based Framework -- Chapter 6: The Dynamic Capabilities Framework -- Chapter 7: The Network Management Framework -- Chapter 8: The Game Theory Framework -- Chapter 9: Strategy Design and Strategic Orientation -- Chapter 10: Innovation Strategies -- Chapter 11: Public Sector Sustainability Strategies -- Chapter 12: Performance Management Strategies -- Chapter 13: Strategies for Organizational Transformation -- Chapter 14: Strategic Management at Work -- Chapter 15: Strategic Planning Refresher -- Summary -- Chapter 2: Strategy Fundamentals -- Planning for Rapid Change -- Strategy vs. Strategic Management -- Levels of Strategies -- Strategic Management Fundamentals -- Role of Strategy in Strategic Management -- Strategic Management Process -- Foundations for Strategies: Mission, Vision and Values -- Federal Agency Mission and Vision Statements -- State Agency Mission and Vision Statements -- Environmental Analyses -- External Environment -- The Internal Environment -- Strategic Goals and Operational Objectives -- Establishing Long-Term Goals -- Adopting Strategic Management -- First Stage: Annual Budgeting -- Second Stage: Department-based Planning and Budgeting -- Third Stage: Organization-level Planning and Budgeting -- Fourth Stage: Adopting Strategic Management -- Summary -- Chapter 3: Strategy Design in the Public Sector -- Designing Strategy -- Product-based Frameworks -- Industry-based Frameworks
- Conceptual Differences -- Applying the Dynamic Capabilities Framework -- Summary -- Chapter 7: The Network Management Framework -- The Network Management Framework -- Governance of Public Sector Networks -- Example of a Federal-State-Local Network -- Network Governance Issues -- Measuring Network Performance -- Network Governance Foundations -- Blended Network Versions -- Program/Project Partner Networks -- Cross-sector Networks -- Cross-level Networks -- Blended Networks for Outsourced Services Delivery -- The Downside of Services Delivery Networks -- Collaborative Networks -- Implementing the Network Framework -- Summary -- Chapter 8: The Game Theory Framework -- Important Game Theory Terms -- Game Theory for Decisions -- Normal Form Game Theory Applications -- Bidding Proposals Game Theory Example -- Game Theory and Data Security Example -- Solid Waste Disposal Example -- Water Reuse Cooperative Example -- Extensive Form Game Theory Applications -- Implementing a Game Theory Project -- Implementing the Game Theory Framework -- Summary -- Part III: Public Sector Strategies -- Chapter 9: Strategy Design and Strategic Orientation -- Shaping a Strategic Orientation -- Public Sector Orientation -- Defining Strategic Orientation -- Different Approaches -- Strategic Fit and Performance -- Underlying Principles -- Strategic Orientation Planning -- Importance of Strategic Fit -- Example Public Sector Orientations -- Canada Revenue Agency -- Government of British Columbia -- Horizon Europe Strategic Orientations -- Political Party Strategic Orientation -- Wisconsin Utility Strategic Orientation -- Adopting the Strategic Orientation -- Summary -- Chapter 10: Innovation Strategies -- Public Sector Differences -- Types of Strategies -- Strategic Innovation -- Public Sector Innovation Defined -- Technology Issues -- Overall Mission Strategies