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Full Description
Offering essential interpretations of the surge in recent literature on strategy and public management, this timely and insightful Handbook includes contributions from some of the key figures in the field, focusing on concepts such as strategic management, strategic planning, and strategizing for public purposes.
Providing an in-depth examination of strategic public management as a key topic in public management and governance, this Handbook considers the interconnections between strategy, public value, and the state, and the challenges of strategizing collaborative governance. Chapters discuss the role of design-oriented practices in strategic public management, the rise of public innovation labs, business model innovation, and the financial dimension of strategy in the public sector. It also includes case studies from Australia, Europe, the United Kingdom, and the United States, illustrating the effects of Brexit, the COVID-19 pandemic, and the growth of artificial intelligence on strategic public management.
This stimulating Handbook will be essential reading for students and scholars in strategic management, public management, public administration, public policy and politics, and political science. It will also be beneficial for public managers, public administrators, strategizers, local, regional, and national politicians, and network managers.
Contents
Contents:
PART I THE FIELD: STRATEGY, PUBLIC VALUE AND THE STATE
1 Introduction to the Handbook on Strategic Public Management 2
Carsten Greve and Tamyko Ysa
2 Strategic management and the study of public agencies:
a historical overview 10
Ewan Ferlie
3 Finding a role for design-oriented practice in strategic public
management: a conceptual engineering approach 26
Michael Barzelay
4 Strategy at the state level 47
Alasdair Roberts
5 Is strategy possible in a federal system? 63
Donald F. Kettl
6 The strategic state: a case study of devolved government in Scotland 75
Ian C. Elliott
PART II CHALLENGES, APPROACHES AND NEW SOLUTIONS
7 Public value governance and strategic public management 92
John M. Bryson, Barbara C. Crosby and Bill Barberg
8 Strategic public management in crises 114
Per Lægreid and Lise H. Rykkja
9 Cross-fertilisation of design labs and strategic public management 133
Christian Bason
10 Magic PILs to cure the ills of public management? The rise of
public innovation labs as design-for-policy entrepreneurs 147
Emma Blomkamp and Jenny M. Lewis
11 A public innovation strategy from the frontline: everyday innovation 165
Anne Reff Pedersen, Vibeke Kristine Scheller and Ditte Thøgersen
12 What a democratically anchored public administrator needs to
understand about artificial intelligence and strategic management 178
Christopher Koliba and Emma Spett
PART III REFLECTIONS ON THE WAY FORWARD:
STRATEGICALLY ACTING PUBLIC
ORGANIZATIONS FOR VALUE CREATION SYSTEMS
13 Strategic planning: the way forward 196
Bert George, Rowie Huijbregts, Maria Tiggelaar, Laure
Vandersmissen, Sven Vanhengel and Bishoy Louis Zaki
14 Business model innovation and the financial dimension of
strategy in the public sector 211
Kuno Schedler
15 The individual public manager as a strategic actor in relation
to the organizational environment 227
Kurt Klaudi Klausen
16 Strategic public management and the role of senior executives:
the case of Australia 238
Linda Colley, Shelley Woods and Brian W. Head
17 Trust-based public management: conceptualization and lessons
from the Swedish trust reform 260
Louise Bringselius
18 Emerging ideas for strategic public management: strategizing
collaborative governance 280
Tamyko Ysa and Carsten Greve
Index
