Public Sector Strategy Concepts, Cases and Tools

Public Sector Strategy explores how strategic decisions are developed and implemented in the public sector, and examines the psychology underpinning strategic decision-making. Combining knowledge from traditional perspectives with contemporary insights on strategic management, this book considers how managers make their decisions and provides key concepts and practical tools to aid delivery of strategy within highly institutionalised settings. This book provides theoretical grounding, real-life global cases, and practical examples of strategic decisions in an international public-sector context by working through the underpinnings of strategy, the influencing factors of strategic decision-making, strategic implementation, and strategic tools in practice. It should be a core textbook for advanced undergraduate and postgraduate students studying public sector strategy and strategic management more broadly. It will also be of benefit for public sector managers, consultants, and private sector organisations who wish to interact with the public sector.

Section 1: The Public Sector 1.1. What is the ‘public sector?’ Section 2: Theoretical Underpinnings of Strategy 2.1. Approaches to strategy development in the public sector 2.2. Traditional approaches to strategy and value creation Section 3: FactorsthatInfluence Strategic Decision-Making 3.1. Influences on strategy development: Classical Models 3.2. Influences on strategy development: Neoinstitutional theory 3.3. The psychology of strategic decision-making 3.4. The use of cognitive heuristics in strategic decision-making Section 4: Strategic Tools in Practice 4.1. Current debates in Strategy as Practice, NIT and workshops 4.2. Revealed Cognitive Causal Mapping: Theoretical underpinning and approaches to analysis 4.3. Running a strategy workshop: A practical guide 4.4. Case studies and insights from public sector strategy sessions Section 5: Summary and Conclusions 5.1. Summary and Conclusions

Mark Crowder is Senior Lecturer in Strategy, Programme Leader, and the Education Lead Officer for the Department of Strategy, Enterprise, and Sustainability at Manchester Metropolitan University, UK. Mohammad Roohanifar is Senior Lecturer in Strategy and Subject Lead for Strategy and Sustainability within the Department of Strategy, Enterprise, and Sustainability at Manchester Metropolitan University, UK. Trevor A. Brown is Senior Lecturer in Strategy and Apprenticeships Lead within the Department of Strategy, Enterprise, and Sustainability at Manchester Metropolitan University, UK, teaching professionals within education, health, and the public sector.