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Conclusions

In: Strategic Management and Public Service Performance

Author

Listed:
  • Rhys Andrews

    (Cardiff University)

  • George A. Boyne

    (Cardiff University)

  • Jennifer Law

    (University of Glamorgan)

  • Richard M. Walker

    (City University of Hong Kong)

Abstract

The idea that public organizations perform better if they adopt the ‘right’ strategy is prevalent in generic management theory, public management literature, policy debates, governmental reforms and popular culture. Various stakeholders and pressure groups, depending on their ideological position and policy priorities, exhort public organizations to follow different strategies: to be more innovative, ‘stick to the knitting’ and focus on efficiency, or react more directly to the external demands placed upon them by government agencies. Similarly, public managers are sometimes pressed to develop and implement strategies in a rational manner and follow processes that rely on planning and data, whereas at other times they are asked to be more flexible and intuitive, and pay less attention to technical procedures and more attention to organizational politics.

Suggested Citation

  • Rhys Andrews & George A. Boyne & Jennifer Law & Richard M. Walker, 2012. "Conclusions," Palgrave Macmillan Books, in: Strategic Management and Public Service Performance, chapter 8, pages 149-162, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-34943-8_8
    DOI: 10.1057/9780230349438_8
    as

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