Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/239777 
Year of Publication: 
2016
Citation: 
[Journal:] Administrative Sciences [ISSN:] 2076-3387 [Volume:] 6 [Issue:] 4 [Publisher:] MDPI [Place:] Basel [Year:] 2016 [Pages:] 1-31
Publisher: 
MDPI, Basel
Abstract: 
Public agency strategic analysis (PASA) is different from public policy analysis because public agency executives face numerous constraints that those performing "unconstrained" policy analysis do not. It is also different from private sector strategic analysis. But because of similar constraints and realities, some generic and private sector strategic analysis techniques can be useful to those carrying out PASA, if appropriately modified. Analysis of the external agency environment (external forces) and internal value creation processes ("value chains", "modular assembly" processes or "multi-sided intermediation platforms") are the most important components of PASA. Also, agency executives must focus on feasible alternatives. In sum, PASA must be practical. But public executives need to take seriously public value, and specifically social efficiency, when engaging in PASA. Unless they do so, their strategic analyses will not have normative legitimacy because enhancing public value is not the same as in some versions of public value or in agency "profit maximization". Although similarly constrained, normatively appropriate public agency strategic analysis is not "giving clients what they want" or "making the public sector business case". PASA must be both practical and principled.
Subjects: 
public agency
strategic analysis
external environment
resources
value creation
social efficiency
public value
value chain
modular assembly
multi-sided platform
Persistent Identifier of the first edition: 
Creative Commons License: 
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Document Type: 
Article
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