Public sector strategy design : theory and practice for government and nonprofit organizations / David E. McNabb and Chung-Shing Lee.

Format:

Book

Author/Creator:

McNabb, David E., author.

Lee, Chung-Shing, author.

Language:

English

Subjects (All):

Public administration.

Physical Description:

1 online resource (xi, 259 pages) : illustrations

Edition:

1st ed.

Place of Publication:

New York, NY : Routledge, 2021.

Summary:

"Within the public sector, strategies are not designed to influence markets, but instead to guide operations within a complex environment of multilateral power, influence, bargaining, and voting. In this book, authors David McNabb and Chung-Shingh Lee examine five frameworks public sector organization managers have followed when designing public sector strategies. Its purpose is to serve as a guide for managers and administrators of large and small public organizations and agencies. This book is the product of a combined more than sixty years of researching, teaching and leading organizational seminars on the theory and practice of management applications in industrial, commercial, nonprofit and public sector organizations. The book consists of four sections: Strategic Management and Strategy Fundamentals; Frameworks for Designing Strategies; Examples of Public Sector Strategies; and Implementing Strategic Management. Throughout, the focus is on the widespread value of strategic management and adopting the strategy appropriate for the organization. Including chapters on game theory, competitive forces, resources-based view, dynamic capabilities, and network governance, the authors demonstrate ways that real managers of public sector and civil society organization have put strategic management to work in their organizations. This book will be of interest to both practicing and aspiring public servants"-- Provided by publisher.

Contents:

Cover

Half Title

Series Page

Title Page

Copyright Page

Table of Contents

List of Illustrations

Preface

Acknowledgments

Part I: Strategic Management and Strategy Fundamentals

Chapter 1: Introduction

Structure of the Book

Chapter 2: Strategy Fundamentals

Chapter 3: Strategy Design in the Public Sector

Chapter 4: The Competitive Forces Framework

Chapter 5: The Resource-Based Framework

Chapter 6: The Dynamic Capabilities Framework

Chapter 7: The Network Management Framework

Chapter 8: The Game Theory Framework

Chapter 9: Strategy Design and Strategic Orientation

Chapter 10: Innovation Strategies

Chapter 11: Public Sector Sustainability Strategies

Chapter 12: Performance Management Strategies

Chapter 13: Strategies for Organizational Transformation

Chapter 14: Strategic Management at Work

Chapter 15: Strategic Planning Refresher

Summary

Planning for Rapid Change

Strategy vs. Strategic Management

Levels of Strategies

Strategic Management Fundamentals

Role of Strategy in Strategic Management

Strategic Management Process

Foundations for Strategies: Mission, Vision and Values

Federal Agency Mission and Vision Statements

State Agency Mission and Vision Statements

Environmental Analyses

External Environment

The Internal Environment

Strategic Goals and Operational Objectives

Establishing Long-Term Goals

Adopting Strategic Management

First Stage: Annual Budgeting

Second Stage: Department-based Planning and Budgeting

Third Stage: Organization-level Planning and Budgeting

Fourth Stage: Adopting Strategic Management

Designing Strategy

Product-based Frameworks

Industry-based Frameworks.

Resource-based Framework

Knowledge-based Framework

Dynamic Capabilities Frameworks

Competition-based Strategy Frameworks

Five Public Sector Strategy Frameworks

Strategic Management Frameworks

The Competitive Forces Framework

The Resource-Based View Framework

The Dynamic Capabilities Framework

The Network Governance Framework

The Game Theory Framework

Strategic Management Focus

Strategic Issues

Evaluating Potential Strategies

Part II: Frameworks for Designing Strategy

SWOT Environmental Analysis

Public-Private Sector Value Chain Example

Analysis Illustration

Five Forces Framework

The Public Sector Value Strategies

Value Chain Applicability Questions

Identifying Public Values Processes

Public Sector Supply Chains

Generic Strategy Limitations

Public Sector Strategic Positioning

Public Sector Strategic Fit

Public Sector Service Chain

Employee Link

Application Guide

Core Concepts

Resources

Competencies

Core Competencies

Distinctive Competencies

Critical Success Factors

Resource-based Strategy

Performance Measurement

Organizational Assets

VRIO Resources

Resource Value

Rare Resources

RBV and Public Policy

RBV and Strategic Alliances

RBV and Quality Cities

Applying the Framework

Capabilities

Dynamic Capabilities

Capability Lifecycles

Dynamic Capabilities Processes

Sensing New Opportunities

Seizing Opportunities

Restructuring Capabilities

Core Concept Themes

Federal Restructuring Efforts

Restructuring at the USDA

Focus Restructuring at FIMA

Unfinished Restructuring at the VA.

Conceptual Differences

Applying the Dynamic Capabilities Framework

The Network Management Framework

Governance of Public Sector Networks

Example of a Federal-State-Local Network

Network Governance Issues

Measuring Network Performance

Network Governance Foundations

Blended Network Versions

Program/Project Partner Networks

Cross-sector Networks

Cross-level Networks

Blended Networks for Outsourced Services Delivery

The Downside of Services Delivery Networks

Collaborative Networks

Implementing the Network Framework

Important Game Theory Terms

Game Theory for Decisions

Normal Form Game Theory Applications

Bidding Proposals Game Theory Example

Game Theory and Data Security Example

Solid Waste Disposal Example

Water Reuse Cooperative Example

Extensive Form Game Theory Applications

Implementing a Game Theory Project

Implementing the Game Theory Framework

Part III: Public Sector Strategies

Shaping a Strategic Orientation

Public Sector Orientation

Defining Strategic Orientation

Different Approaches

Strategic Fit and Performance

Underlying Principles

Strategic Orientation Planning

Importance of Strategic Fit

Example Public Sector Orientations

Canada Revenue Agency

Government of British Columbia

Horizon Europe Strategic Orientations

Political Party Strategic Orientation

Wisconsin Utility Strategic Orientation

Adopting the Strategic Orientation

Public Sector Differences

Types of Strategies

Strategic Innovation

Public Sector Innovation Defined

Technology Issues

Overall Mission Strategies.

Service Delivery Innovation

Acquiring Personnel with Innovative Skills

Innovation and Strategic Orientation

Shadow Agency Strategies

Missionary Agency Strategies

Magician Agency Strategies

Bright Star Innovation Strategies

Generic Strategy Examples

Adopting an Innovation Strategy

Intended Constituency Focus

Sustainability Focus Strategies

Implications

Adopting Strategic Innovation Strategies

Sustainability Strategy Challenges

Defining Sustainability

Defining Strategic Sustainability

Strategic Sustainability Planning

EPA Sustainability Research

Preparing for Sustainability

Sustainable Operations

Changing the Organization's Culture

Components of a Strategic Sustainability Plan

Section 1: Setting Sustainability Goals

Section 2: Setting Objectives and Strategies

Section 3: Alternatives Analysis

Public Sector Performance Management

Key Performance Requirements

Agency Strategic Plan

Agency Priority Goals

Priorities Examples

Types of Programs

Performance Plan Mandates

Strategic Objectives

State-level Performance Management

City-level Performance Measurement

Performance Management Systems

Implementing a PMS

Adopting Performance Management

Introducing Strategic Performance Systems

Stage One: Environmental Analysis, Vision, and Mission

The IAD Framework

Stage Two: Facilitating Components and Processes

Stage Three: Identifying and Selecting Strategies and Controls

Types of Change

Changing to Strategic Management

Transforming Work

Transformation Strategies

A Transformation Model

Context-based Components.

Transformation Pillars

Sustainability Components

Organizational Capacities

Implementing Strategic Change

Part IV: Implementing Strategic Management

Commitment Antecedents

How Cultural Factors Constrain Change Efforts

Impact on Government Agencies

How Increasing Diversity Drives Organizational Change

Need for a New Operating Ethos

Changing the Management Culture

Shifting Administrative Thinking

Changing the Values of the Government Workforce

Involving the Entire Organization

Steps to Follow in the Change Process

Step One: Identify Potential Culture-Based Problem(s)

Culture Through the Organization Lifecycle

Step Two: Identify Problem Issues

Step Three: Identify Optimal Change Strategies

Step Four: Build Bottom-up Commitment for Change

Step Five: Implement Change Strategies

Step Six: Assess Progress and Renew Commitment

Plan, Do, Check, Act

Who We Are and What is Our Purpose?

Describing an Organization's Mission

Establishing a Vision

Core Values

Mission, Vision and Values Examples

Federal-level Example

State Agency Examples

City Strategic Vision and Values

Where Are We Now?

Sources of Situation Analysis Information

Where Do We Want To Be?

Formulate Key Strategic Goals

How Will We Monitor Our Progress?

Preparing the Finance Plan

How Will We Transfer the Plan to Operations?

Steps in the Strategic Planning Process

Elements of a Strategic Plan

Bibliography

Index.

Notes:

Includes bibliographical references.

Description based on print version record.

ISBN:

1-00-309465-1

1-000-19386-1

1-003-09465-1

1-000-19382-9

9781003094654

OCLC:

1156439434