Book ChapterDOI
Strategic management in public sector organizations
Tony Bovaird
- pp 83-101
TLDR
In fact, by the time a word has come to mean everything, it means nothing as discussed by the authors, so can we rescue any meaning for this much over-used word "strategy"?Abstract:
Now everyone wants to have a strategy. To be without a strategy is to appear directionless
and incompetent – whether it be a strategy for the organization as a whole, for the corporate
centre, for the service delivery units, for consultation with stakeholders, for staff remuneration, for introducing changes to front office opening hours, for office paper recycling ….
Sadly, by the time a word has come to mean everything, it means nothing. So can we rescue
any meaning for this much over-used word ‘strategy’?read more
Citations
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Journal ArticleDOI
From Engagement to Co-production: The Contribution of Users and Communities to Outcomes and Public Value
Tony Bovaird,Elke Loeffler +1 more
TL;DR: However, there are concerns that co-production may involve greater risks than professionalised service provision, although services may be quality assured more successfully through involving users and embedding them in the community.
Journal ArticleDOI
Mapping noncapitalist supply chains: Toward an alternate conception of value creation and distribution
TL;DR: A participatory action research project was conducted in the town of Asbury Park in New Jersey, where community researchers attempted to map the solidarity economy of the region in order to promote a different kind of economic development as discussed by the authors.
Journal ArticleDOI
The managerial imperative: Fifty years’ change in UK public administration
TL;DR: In the absence of the sudden death market discipline of the private sector, from which many of its practices have been imported, management has often become the self-serving entity described in this article as managerialism.
Journal ArticleDOI
A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change
TL;DR: In this article, the authors identify a number of characteristics of change management that may be unique to the nonprofit sector, including formal reflection for change agents and change recipients, development of trust, and confidence in the organisation before the actual change, focusing on the individual experience of change, and the sequencing of events from a planning perspective.