دانلود رایگان مقاله انگلیسی مدیریت استراتژیک در بخش عمومی: چگونگی راه اندازی ابزارها - تیلور و فرانسیس 2018

ABSTRACT

Strategic management (SM) has become prominent on the agenda in several public organizations due to new public management (NPM) reforms. Nevertheless, there are few studies investigating how public organizations apply SM in practice and what tools are used. As a result, calls have been made for such studies. This paper can be seen as an attempt to meet this call by presenting a qualitative case study of how SM has been applied in the Swedish Transport Administration (STA), a central government agency in Sweden, and what tools it used in strategy making. By analysing the micro processes of strategizing at STA, our results indicate that public organizations need to be aware of at least three specific tensions that can enable or constrain strategy making. These tensions are: short v. long-term, parts v. whole, and reactivity v. proactivity.

Conclusion

The analytic term “strategizing” is useful, because it helps us focus on what people do in their everyday work, how they do it and what happens when management ideas such as SM are applied in practice and with what tools (Jarzabkowski and Kaplan 2015; Jarzabkowski and Seidl 2008; Spee and Jarzabkowski 2011). When it comes to strategic work, the public sector has several specific, unique traits (Andrews and Van de Walle 2012; Elbanna, Rhys, and Pollanen 2016; Ferlie and Ongaro 2015; Hansen Rosenberg and Ferlie 2016; Weiss 2016) that tend to create tensions when applying SM in practice and whatever tools may be used. For example, previous research has shown that public organizations act in a pluralistic context in which multiple internal and external interests must be met at once (Jarzabkowski and Fenton 2006; Jarzabkowski and Sillince 2007; Jarzabkowski, Lê, and Van de Ven 2013; Johnsen 2016; Williams and Lewis 2008). Pluralistic organizing tensions can thus be said to be inherent in the public sector, which develops various bureaucratic organizing practices and processes to deal with those tensions (Jarzabkowski and Fenton 2006). We have contributed to strategy research by analysing the micro processes of strategizing at the STA and the awareness of three specific tensions of public organizations, namely short and long term, parts and whole, and reactivity and proactivity. These tensions have been shown to potentially enable or constrain strategy making in the public sector.