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Conclusions

Rhys Andrews, George A. Boyne, Jennifer Law and Richard M. Walker
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Rhys Andrews: Cardiff University
George A. Boyne: Cardiff University
Jennifer Law: University of Glamorgan
Richard M. Walker: City University of Hong Kong

Chapter 8 in Strategic Management and Public Service Performance, 2012, pp 149-162 from Palgrave Macmillan

Abstract: Abstract The idea that public organizations perform better if they adopt the ‘right’ strategy is prevalent in generic management theory, public management literature, policy debates, governmental reforms and popular culture. Various stakeholders and pressure groups, depending on their ideological position and policy priorities, exhort public organizations to follow different strategies: to be more innovative, ‘stick to the knitting’ and focus on efficiency, or react more directly to the external demands placed upon them by government agencies. Similarly, public managers are sometimes pressed to develop and implement strategies in a rational manner and follow processes that rely on planning and data, whereas at other times they are asked to be more flexible and intuitive, and pay less attention to technical procedures and more attention to organizational politics.

Keywords: Strategy Implementation; Strategic Management; Strategy Process; Institutional Environment; Strategy Formulation (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-34943-8_8

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DOI: 10.1057/9780230349438_8

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