Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/239813 
Year of Publication: 
2017
Citation: 
[Journal:] Administrative Sciences [ISSN:] 2076-3387 [Volume:] 7 [Issue:] 4 [Publisher:] MDPI [Place:] Basel [Year:] 2017 [Pages:] 1-17
Publisher: 
MDPI, Basel
Abstract: 
Strategic concepts and practices first evolved in the private sector, so they evoked much controversy when they migrated to the public sector from the late 1970s onwards. Partly this was about their (in)applicability to the distinctive features of government organizations, in particular their focus on public as well as private value, their situation in a political rather than a market environment, their almost exclusive capacity to use legal authority to achieve purposes, and the extent to which they often need to share power over personnel and resources with other public sector agencies. These and other factors complicated efforts to apply New Public Management and similar frameworks in strategy concepts in a governmental context. Partly also the traditional private-sector focus on single organizations did not resonate with the growth of network governance from the 1990s. The authors argue for an alternative model based primarily on the public value framework as a means of incorporating and going beyond traditional strategy thinking.
Subjects: 
strategy
public sector strategy
public value
authorizing environment
network governance
comparing public and private sectors
Persistent Identifier of the first edition: 
Creative Commons License: 
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Document Type: 
Article
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