Strategic management in public services organizations: concepts, schools and contemporary issues
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Abingdon
Routledge
2015
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| Schlagworte: | |
| Beschreibung: | Vendor-supplied metadata |
| Beschreibung: | 1 online resource (ix, 251 pages) |
| ISBN: | 9781135008031 1135008035 9780203736432 0203736435 |
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| 245 | 1 | 0 | |a Strategic management in public services organizations |b concepts, schools and contemporary issues |c Ewan Ferlie and Edoardo Ongaro |
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| 300 | |a 1 online resource (ix, 251 pages) | ||
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| 505 | 8 | |a Cover; Half Title; Title Page; Copyright Page; Table of Contents; List of illustrations; Acknowledgements; 1. Introduction: our core arguement and overview; 1.1 The proliferation and broadening of schools of strategic management; 1.2 Narratives of public management reform: getting beyond the Weberian bureaucracy; 1.3 Strategic management in the public sector: contingent or perennial?; 1.4 Overview of the book; 2. Schools of strategic management and their implications for contemporary public services organizations: part 1 -- from structure to culture | |
| 505 | 8 | |a 2.1 The design school and strategic planning2.2 The strategic positioning school; 2.3 Mintzbergian strategy: emergence, organizational learning and context; 2.4 The entrepreneurial school and (social) enterprises; 2.5 The cultural school; Notes; 3. Further proliferation of schools of strategic management: part 2 -- the 1980s onwards; 3.1 Resource-based view of the firm/organization; 3.2 The strategy as process school: an introduction; 3.3 The corporate governance perspective: the strategic role of the board?; 3.4 Network-based and collaborative models of strategy; 3.5 Strategy as practice | |
| 505 | 8 | |a 3.6 Public sector-based schools of strategy and governance3.7 Concluding discussion; 4. Strategy as process: a review and prospective agenda; 4.1 The strategy as process approach; 4.2 A critical discussion of the process school; 4.3 Process research in public services organizations: a future research agenda; 5. Strategy making and governance in the third sector; 5.1 Overview of recent policy and organizational developments in the NGO sector: scaling up, convergence and possible mission drift; 5.2 The simplest case: the entrepreneurial school and social enterprises | |
| 505 | 8 | |a 5.3 Large-scale NGOs and dilemmas in their strategic management5.4 Do distinctive characteristics of third sector organizations still shape their strategic management?; 5.5 Questions of NGO governance and accountability; 5.6 Concluding discussion; Note; 6. Framing the context: managing strategically public services organizations in different politico-administrative'houses'; 6.1 Introduction: context and strategy; 6.2 Theoretical frames for the analysis of contextual influences on strategic management: the Pollitt and Bouckaert model, administrative traditions, and culture | |
| 505 | 8 | |a 6.3 The transformative effects of administrative reforms and strategic management6.4. Pulling the threads together: context, autonomy, strategic space, and strategic management; Notes; 7. Strategy and performance; 7.1 Introduction and defining issues; 7.2 Why strategic management makes a difference to performance; 7.3 The relation between strategy and performance in the different schools; 8. Strategic management, the quest for excellence, and the 'best practices' research in public management; 8.1 Introduction; 8.2 The search of excellence problem; 8.3 The extrapolation problem | |
| 505 | 8 | |a Strategic Management in Public Services Organizations sets out to connect the two traditionally disparate academic literatures of public management and strategic management. The authors argue that some models of strategic management are now of enhanced relevance for contemporary public services organizations, especially when considering successive New Public Management reforms. This observation has important consequences for the requisite work practices, skills and knowledge bases of current public managers, as they are increasingly being asked to act as strategic as well as operational manage | |
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| 650 | 7 | |a Administrative agencies / Management |2 fast | |
| 650 | 7 | |a Public administration |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 650 | 4 | |a Public administration |a Strategic planning |a Administrative agencies |x Management | |
| 700 | 1 | |a Ongaro, Edoardo |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Ferlie, Ewan, 1956- |t Strategic management in public services organizations : concepts, schools and contemporary issues |d London, [England] ; New York, New York : Routledge, ©2015 |h ix, 251 pages |z 9780415855372 |
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Datensatz im Suchindex
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| author | Ferlie, Ewan 1956- |
| author_facet | Ferlie, Ewan 1956- |
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| contents | Cover; Half Title; Title Page; Copyright Page; Table of Contents; List of illustrations; Acknowledgements; 1. Introduction: our core arguement and overview; 1.1 The proliferation and broadening of schools of strategic management; 1.2 Narratives of public management reform: getting beyond the Weberian bureaucracy; 1.3 Strategic management in the public sector: contingent or perennial?; 1.4 Overview of the book; 2. Schools of strategic management and their implications for contemporary public services organizations: part 1 -- from structure to culture 2.1 The design school and strategic planning2.2 The strategic positioning school; 2.3 Mintzbergian strategy: emergence, organizational learning and context; 2.4 The entrepreneurial school and (social) enterprises; 2.5 The cultural school; Notes; 3. Further proliferation of schools of strategic management: part 2 -- the 1980s onwards; 3.1 Resource-based view of the firm/organization; 3.2 The strategy as process school: an introduction; 3.3 The corporate governance perspective: the strategic role of the board?; 3.4 Network-based and collaborative models of strategy; 3.5 Strategy as practice 3.6 Public sector-based schools of strategy and governance3.7 Concluding discussion; 4. Strategy as process: a review and prospective agenda; 4.1 The strategy as process approach; 4.2 A critical discussion of the process school; 4.3 Process research in public services organizations: a future research agenda; 5. Strategy making and governance in the third sector; 5.1 Overview of recent policy and organizational developments in the NGO sector: scaling up, convergence and possible mission drift; 5.2 The simplest case: the entrepreneurial school and social enterprises 5.3 Large-scale NGOs and dilemmas in their strategic management5.4 Do distinctive characteristics of third sector organizations still shape their strategic management?; 5.5 Questions of NGO governance and accountability; 5.6 Concluding discussion; Note; 6. Framing the context: managing strategically public services organizations in different politico-administrative'houses'; 6.1 Introduction: context and strategy; 6.2 Theoretical frames for the analysis of contextual influences on strategic management: the Pollitt and Bouckaert model, administrative traditions, and culture 6.3 The transformative effects of administrative reforms and strategic management6.4. Pulling the threads together: context, autonomy, strategic space, and strategic management; Notes; 7. Strategy and performance; 7.1 Introduction and defining issues; 7.2 Why strategic management makes a difference to performance; 7.3 The relation between strategy and performance in the different schools; 8. Strategic management, the quest for excellence, and the 'best practices' research in public management; 8.1 Introduction; 8.2 The search of excellence problem; 8.3 The extrapolation problem Strategic Management in Public Services Organizations sets out to connect the two traditionally disparate academic literatures of public management and strategic management. The authors argue that some models of strategic management are now of enhanced relevance for contemporary public services organizations, especially when considering successive New Public Management reforms. This observation has important consequences for the requisite work practices, skills and knowledge bases of current public managers, as they are increasingly being asked to act as strategic as well as operational manage |
| ctrlnum | (ZDB-4-NLEBK)ocn903930071 (OCoLC)903930071 (DE-599)BVBBV044359065 |
| dewey-full | 352.3/4 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 352 - General considerations of public administration |
| dewey-raw | 352.3/4 |
| dewey-search | 352.3/4 |
| dewey-sort | 3352.3 14 |
| dewey-tens | 350 - Public administration and military science |
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| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:50:44Z |
| institution | BVB |
| isbn | 9781135008031 1135008035 9780203736432 0203736435 |
| language | English |
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| psigel | ZDB-4-NLEBK |
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| spelling | Ferlie, Ewan 1956- Verfasser aut Strategic management in public services organizations concepts, schools and contemporary issues Ewan Ferlie and Edoardo Ongaro Abingdon Routledge 2015 1 online resource (ix, 251 pages) txt rdacontent c rdamedia cr rdacarrier Vendor-supplied metadata Cover; Half Title; Title Page; Copyright Page; Table of Contents; List of illustrations; Acknowledgements; 1. Introduction: our core arguement and overview; 1.1 The proliferation and broadening of schools of strategic management; 1.2 Narratives of public management reform: getting beyond the Weberian bureaucracy; 1.3 Strategic management in the public sector: contingent or perennial?; 1.4 Overview of the book; 2. Schools of strategic management and their implications for contemporary public services organizations: part 1 -- from structure to culture 2.1 The design school and strategic planning2.2 The strategic positioning school; 2.3 Mintzbergian strategy: emergence, organizational learning and context; 2.4 The entrepreneurial school and (social) enterprises; 2.5 The cultural school; Notes; 3. Further proliferation of schools of strategic management: part 2 -- the 1980s onwards; 3.1 Resource-based view of the firm/organization; 3.2 The strategy as process school: an introduction; 3.3 The corporate governance perspective: the strategic role of the board?; 3.4 Network-based and collaborative models of strategy; 3.5 Strategy as practice 3.6 Public sector-based schools of strategy and governance3.7 Concluding discussion; 4. Strategy as process: a review and prospective agenda; 4.1 The strategy as process approach; 4.2 A critical discussion of the process school; 4.3 Process research in public services organizations: a future research agenda; 5. Strategy making and governance in the third sector; 5.1 Overview of recent policy and organizational developments in the NGO sector: scaling up, convergence and possible mission drift; 5.2 The simplest case: the entrepreneurial school and social enterprises 5.3 Large-scale NGOs and dilemmas in their strategic management5.4 Do distinctive characteristics of third sector organizations still shape their strategic management?; 5.5 Questions of NGO governance and accountability; 5.6 Concluding discussion; Note; 6. Framing the context: managing strategically public services organizations in different politico-administrative'houses'; 6.1 Introduction: context and strategy; 6.2 Theoretical frames for the analysis of contextual influences on strategic management: the Pollitt and Bouckaert model, administrative traditions, and culture 6.3 The transformative effects of administrative reforms and strategic management6.4. Pulling the threads together: context, autonomy, strategic space, and strategic management; Notes; 7. Strategy and performance; 7.1 Introduction and defining issues; 7.2 Why strategic management makes a difference to performance; 7.3 The relation between strategy and performance in the different schools; 8. Strategic management, the quest for excellence, and the 'best practices' research in public management; 8.1 Introduction; 8.2 The search of excellence problem; 8.3 The extrapolation problem Strategic Management in Public Services Organizations sets out to connect the two traditionally disparate academic literatures of public management and strategic management. The authors argue that some models of strategic management are now of enhanced relevance for contemporary public services organizations, especially when considering successive New Public Management reforms. This observation has important consequences for the requisite work practices, skills and knowledge bases of current public managers, as they are increasingly being asked to act as strategic as well as operational manage POLITICAL SCIENCE / Public Affairs & Administration bisacsh Administrative agencies / Management fast Public administration fast Strategic planning fast Public administration Strategic planning Administrative agencies Management Ongaro, Edoardo Sonstige oth Erscheint auch als Druck-Ausgabe Ferlie, Ewan, 1956- Strategic management in public services organizations : concepts, schools and contemporary issues London, [England] ; New York, New York : Routledge, ©2015 ix, 251 pages 9780415855372 |
| spellingShingle | Ferlie, Ewan 1956- Strategic management in public services organizations concepts, schools and contemporary issues Cover; Half Title; Title Page; Copyright Page; Table of Contents; List of illustrations; Acknowledgements; 1. Introduction: our core arguement and overview; 1.1 The proliferation and broadening of schools of strategic management; 1.2 Narratives of public management reform: getting beyond the Weberian bureaucracy; 1.3 Strategic management in the public sector: contingent or perennial?; 1.4 Overview of the book; 2. Schools of strategic management and their implications for contemporary public services organizations: part 1 -- from structure to culture 2.1 The design school and strategic planning2.2 The strategic positioning school; 2.3 Mintzbergian strategy: emergence, organizational learning and context; 2.4 The entrepreneurial school and (social) enterprises; 2.5 The cultural school; Notes; 3. Further proliferation of schools of strategic management: part 2 -- the 1980s onwards; 3.1 Resource-based view of the firm/organization; 3.2 The strategy as process school: an introduction; 3.3 The corporate governance perspective: the strategic role of the board?; 3.4 Network-based and collaborative models of strategy; 3.5 Strategy as practice 3.6 Public sector-based schools of strategy and governance3.7 Concluding discussion; 4. Strategy as process: a review and prospective agenda; 4.1 The strategy as process approach; 4.2 A critical discussion of the process school; 4.3 Process research in public services organizations: a future research agenda; 5. Strategy making and governance in the third sector; 5.1 Overview of recent policy and organizational developments in the NGO sector: scaling up, convergence and possible mission drift; 5.2 The simplest case: the entrepreneurial school and social enterprises 5.3 Large-scale NGOs and dilemmas in their strategic management5.4 Do distinctive characteristics of third sector organizations still shape their strategic management?; 5.5 Questions of NGO governance and accountability; 5.6 Concluding discussion; Note; 6. Framing the context: managing strategically public services organizations in different politico-administrative'houses'; 6.1 Introduction: context and strategy; 6.2 Theoretical frames for the analysis of contextual influences on strategic management: the Pollitt and Bouckaert model, administrative traditions, and culture 6.3 The transformative effects of administrative reforms and strategic management6.4. Pulling the threads together: context, autonomy, strategic space, and strategic management; Notes; 7. Strategy and performance; 7.1 Introduction and defining issues; 7.2 Why strategic management makes a difference to performance; 7.3 The relation between strategy and performance in the different schools; 8. Strategic management, the quest for excellence, and the 'best practices' research in public management; 8.1 Introduction; 8.2 The search of excellence problem; 8.3 The extrapolation problem Strategic Management in Public Services Organizations sets out to connect the two traditionally disparate academic literatures of public management and strategic management. The authors argue that some models of strategic management are now of enhanced relevance for contemporary public services organizations, especially when considering successive New Public Management reforms. This observation has important consequences for the requisite work practices, skills and knowledge bases of current public managers, as they are increasingly being asked to act as strategic as well as operational manage POLITICAL SCIENCE / Public Affairs & Administration bisacsh Administrative agencies / Management fast Public administration fast Strategic planning fast Public administration Strategic planning Administrative agencies Management |
| title | Strategic management in public services organizations concepts, schools and contemporary issues |
| title_auth | Strategic management in public services organizations concepts, schools and contemporary issues |
| title_exact_search | Strategic management in public services organizations concepts, schools and contemporary issues |
| title_full | Strategic management in public services organizations concepts, schools and contemporary issues Ewan Ferlie and Edoardo Ongaro |
| title_fullStr | Strategic management in public services organizations concepts, schools and contemporary issues Ewan Ferlie and Edoardo Ongaro |
| title_full_unstemmed | Strategic management in public services organizations concepts, schools and contemporary issues Ewan Ferlie and Edoardo Ongaro |
| title_short | Strategic management in public services organizations |
| title_sort | strategic management in public services organizations concepts schools and contemporary issues |
| title_sub | concepts, schools and contemporary issues |
| topic | POLITICAL SCIENCE / Public Affairs & Administration bisacsh Administrative agencies / Management fast Public administration fast Strategic planning fast Public administration Strategic planning Administrative agencies Management |
| topic_facet | POLITICAL SCIENCE / Public Affairs & Administration Administrative agencies / Management Public administration Strategic planning Public administration Strategic planning Administrative agencies Management |
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