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 institutionalised 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 organisations who wish to interact with the public sector.
Table of Contents
Section 1: The Public Sector
1.1. What is the ‘public sector?’
Section 2: Theoretical Underpinnings of Strategy
2.1. Approaches to strategy development in the public sector
2.2. Traditional approaches to strategy and value creation
Section 3: Factors that Influence Strategic Decision-Making
3.1. Influences on strategy development: Classical Models
3.2. Influences on strategy development: Neoinstitutional theory
3.3. The psychology of strategic decision-making
3.4. The use of cognitive heuristics in strategic decision-making
Section 4: Strategic Tools in Practice
4.1. Current debates in Strategy as Practice, NIT and workshops
4.2. Revealed Cognitive Causal Mapping: Theoretical underpinning and approaches to analysis
4.3. Running a strategy workshop: A practical guide
4.4. Case studies and insights from public sector strategy sessions
Section 5: Summary and Conclusions
5.1. Summary and Conclusions
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.
"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