Synopses & Reviews
Through up-to-date studies of public services, an outstanding cast of contributors provide in-depth and innovative perspectives on the state of strategic public management in the USA and Europe. Collectively, these compelling case studies offer profound insights into the emergence of strategic management practices and capabilities at both the national and subnational level. Moreover, the individual contributions also investigate the nexus between strategic planning and other public management systems as well as the strategic dimension of networks and partnerships. This volume shows that strategic management, far from being simply a disciplined approach to long-term decisions, has become a central feature of public organizations at large in the USA and Europe. The result is a collection that is essential reading for all students and scholars of public management and administration.
Synopsis
Through contemporary case studies of strategic management at work in the US and Europe, this collection shows that it can no longer be seen as a discipline for long term decisions but has become a central feature of the public sector. Individual chapters offer insights into strategic management capabilities at the national and sub-national level.
About the Author
John Bryson is the Interim Associate Dean, McKnight Presidential Professor of Planning and Public Affairs, Hubert H. Humphrey School of Public Affairs, University of Minnesota, USA.
Marc Holzer is the Founding Dean of the School of Public Affairs and Administration, Rutgers University, USA.
Paul Joyce is a Visiting Professor at the Birmingham City Business School, Birmingham City University, UK.
Table of Contents
1. Introduction: Paul Joyce, John Bryson and Marc Holzer
PART I: STRATEGIC MANAGEMENT PROCESSES AND INTEGRATION WITH MANAGEMENT SYSTEMS
2. The role of Budgeting Systems in Supporting Strategic Management in the Public Sector; Malcolm Prowle
3. Measuring Government Performance: The Intersection of Strategic Planning and Performance Budgeting; Marilyn Rubin and Katherine Willoughby
4. Opening Up Public Strategic Management: Foresights Contribution to Policy Relevance, Cooperation and Consistency; Benoit Bernard, Anne Drummaux and Jan Mattijs
5. Strategic Planning by State Courts in the US; Kerrin C. Wolff and Maria P. Aristigueta
PART II: STRATEGIC MANAGEMENT - INNOVATION AND REFORM
6. Different political management structures and coherence issues in the Centre of Government; Paul Joyce
7. The Challenge of Implementing Strategic Management Reforms in the US Department of Transportation; J. Woody Stanley
8. Implementation of Strategic and Performance Management Reforms in Italian Central Governments; Luigi Corvo, Andrea Bonomi Savignon, Denita Cepiku and Marco Meneguzzo
9. Strategic Management and the Centre of Government in Turkey; Hasan Canpolat and Ahmet Kesik
10. State Planning and Budgeting in the Russian Federation; Ekaterina V. Kudryashova
PART III: CITY GOVERNMENTS
11. To Use or Not to Use Strategic Planning: Factors City Leaders Consider to make this Choice
12. City Government: Strategic Management and Fiscal Health; Bernard S. Jimenez
13. Strategic Management at the Local Level: City-Regions Managing Global Economic Change; Charles Conteh
14. Environmental Sustainability Strategy and City Government; Dorte Salskov-Iversen
PART IV: NETWORKS AND STRATEGIC MANAGEMENT
15. Strategic Management in the Welfare State: Practice and Consequences -The Case of Flanders; Joris De Corte and Bram Verschuere
16. Managing Service Delivery Networks Strategically; Daniela Cristofoli, Laura Maccio, Josip Markovic, and Marco Meneguzzo
17. Managing Strategically in Collaborative Networks: The Importance of Strategic Leveraging; Myrna P. Mandell and Robyn Keast
18. Strategic Governance in Public Agencies; Jan-Erik Johanson
19. Conclusions: Strategic Management Capabilities; Paul Joyce, John Bryson and Marc Holzer