Organizational Publicness And Its Implications For Strategic Management

Paul Charles Nutt · Robert W. Backoff

186 citations0/0 files storedJournal of Public Administration Research and Theory

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Public Policy and Administration Research Management and Organizational Studies Organizational Strategy and Culture

Abstract

This article addresses differences between the public sector, the third sector (private, nonprofit), and the private sectors and how these differences influence the content and process of strategic management. These differences make approaches to strategic management developed for private organizations somewhat incomplete and potentially misleading when applied in public settings. Practices that can be useful for organizations with significant amounts of publicness are offered, providing a basis for prescriptive and descriptive research into strategic management.

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References

2010Strategic management a stakeholder approach 1988The Public-Private Distinction in Organization Theory: A Critique and Research Strategy 1976Comparing Public and Private Organizations 2017Politics, Economics, and Welfare

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2012Dynamic Capabilities in Public Organizations 2008Success factors: public works and public‐private partnerships 2018From one-stop shop to no-stop shop: An e-government stage model 2010Strategic analysis for health care organizations: the suitability of the SWOT‐analysis 2011Integrative Publicness: A Framework for Public Management Strategy and Performance 2013Comparing Public and Private Sector Employees’ Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors 2013What Organization Theorists and Public Policy Researchers Can Learn from One Another: Publicness Theory as a Case-in-Point 2018Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

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