Strategic management of public and third sector organizations: a handbook for leaders

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Public Policy and Administration Research Nonprofit Sector and Volunteering Organizational Strategy and Culture

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PrefaceThe Authors Part One: The Importance of Strategy in the Public and Nonprofit Sectors 1. The Need for Strategic Management 2. Why Strategic Management Is Different in Public and Third Sector Organizations Part Two: An Overview of Strategic Concepts and Issues 3. Types of Strategy and Their Uses 4. Applying Strategic Approaches to Public and Third Sector Organizations 5. Understanding Strategic Issues Part Three: The Strategic Management Process 6. Organizing the Process 7. Formulating and Implementing Strategy: A Step-by-Step Approach 8. Tailoring the Process for Specific Needs Part Four: Useful Support Techniques 9. Search Techniques for Uncovering Information and New Ideas 10. Making Sense of Information: Synthesis Techniques 11. Techniques for Setting Strategic Priorities 12. Combining Techniques to Match Types of Strategy Part Five: Strategy in Practice 13. Strategic Challenges to a Nonprofit Social Services Agency 14. Innovation in Local Government 15. Forging a New Mission for a State Health Agency.

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2007Putting the Resource‐Based View of Strategy and Distinctive Competencies to Work in Public Organizations 1998A Model and Typology of Government-NGO Relationships 2010The State of Public Strategic Management Research: A Selective Literature Review and Set of Future Directions 2010Working with evaluation stakeholders: A rationale, step-wise approach and toolkit 2002The Corruption of Managerial Techniques by Organizations 2006Exploring Public Sector Communication Performance: Testing a Model and Drawing Implications 2003Managing e-transformation in the public sector: an e-government study of the Inland Revenue Authority of Singapore (IRAS)2002Public Sector Innovation and Entrepreneurship: Case Studies from Local Government

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