Strategy execution in public sectors: empirical evidence from Belgium

Sasidhar Reddy Bhimavarapu, Seong-Young Kim and Jie Xiong
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Sasidhar Reddy Bhimavarapu: ESC [Rennes] - ESC Rennes School of Business
Seong-Young Kim: ESC [Rennes] - ESC Rennes School of Business
Jie Xiong: ESC [Rennes] - ESC Rennes School of Business

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Abstract: Many public sector organizations have shown a consistent lack of capability to execute their strategic plans compared with private sector organizations. This failure explains why most public sector organizations are grappling with the dynamics of the twenty-first century in service delivery. Further, the strategy execution gap is vast in the public sector organizations than in the private sector organizations. The purpose of this paper is built based on the curiosity to develop a conceptual model that can close the strategy execution gap in public sector organizations.

Keywords: case study; participatory action research; strategy execution; public sector organizations; public sectors; total strategy execution capacity (search for similar items in EconPapers)
Date: 2019-11-03
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Published in Journal of Business Strategy, 2019, 41 (6), pp.39-47. ⟨10.1108/JBS-01-2019-0025⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03164022

DOI: 10.1108/JBS-01-2019-0025

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