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Strategy in the Public Sector: Management in the Wilderness

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  • Sue Llewellyn
  • Emma Tappin

Abstract

ABSTRACT The central question addressed in this paper is ‘Why have organizational strategies emerged in the public sector?’ Two broad answers are suggested. First, ‘strategies’ profile the organization through identifying aims, outputs and outcomes. Public services must, now, provide such transparency in order to secure on‐going funding from government bodies. Once ‘strategies’ are being produced, they also offer an organizational vision that potential additional funding agencies can buy into (with both commitment and money). And public services are short of resources. Second, ‘strategies’ signal greater devolved responsibility in the public sector for both acquiring resources and achieving results. They enable the inclusion of managerial priorities and values in setting the direction of public services. And politicians desire more control over the professionals that dominate public services whilst, simultaneously, wanting to make them more responsible for outcomes. This article explores the growth of strategic planning in a particular area of the public sector – the national parks. Strategies as ‘dormant documents’ and strategies as ‘funding pitches’ are discussed. It is suggested that, in the public sector, strategies should be the object of strategy.

Suggested Citation

  • Sue Llewellyn & Emma Tappin, 2003. "Strategy in the Public Sector: Management in the Wilderness," Journal of Management Studies, Wiley Blackwell, vol. 40(4), pages 955-982, June.
    • Handle: RePEc:bla:jomstd:v:40:y:2003:i:4:p:955-982
    DOI: 10.1111/1467-6486.00366
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    Cited by:

    1. Aidan R. Vining, 2016. "What Is Public Agency Strategic Analysis (PASA) and How Does It Differ from Public Policy Analysis and Firm Strategy Analysis?," Administrative Sciences, MDPI, vol. 6(4), pages 1-31, December.
    2. Sue Llewellyn, 2005. "Performance, Productivity and Innovation in Health Care Organisations: Comparing England and Scotland," Australian Accounting Review, CPA Australia, vol. 15(37), pages 15-24, November.
    3. Bruno Cazenave, 2016. "Les manifestations des mécanismes de transparence dans les ONG humanitaires françaises – Le cas de Handicap International," Post-Print hal-01901232, HAL.
    4. Maran, Laura & Bracci, Enrico & Inglis, Robert, 2018. "Performance management systems' stability: Unfolding the human factor – A case from the Italian public sector," The British Accounting Review, Elsevier, vol. 50(3), pages 324-339.
    5. Ola MATTISSON & Anna THOMASSON, 2007. "The Strategic Process And Its Impact On The Outcome Of A Tender," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 78(3), pages 439-454, September.
    6. John Alford & Carsten Greve, 2017. "Strategy in the Public and Private Sectors: Similarities, Differences and Changes," Administrative Sciences, MDPI, vol. 7(4), pages 1-17, September.
    7. Raphael Zumofen, 2016. "Public accountability: a summary analysis [Accountability publique - Une analyse synthétique]," Post-Print hal-03623871, HAL.
    8. Jan-Erik Johanson & Åge Johnsen & Elias Pekkola & Stephen Affleck Reid, 2019. "Strategic Management in Finnish and Norwegian Government Agencies," Administrative Sciences, MDPI, vol. 9(4), pages 1-20, October.
    9. Elin Smith & Timurs Umans, 2015. "Organizational Ambidexterity at the Local Government Level: The effects of managerial focus," Public Management Review, Taylor & Francis Journals, vol. 17(6), pages 812-833, July.
    10. Edoardo Ongaro & Ewan Ferlie, 2019. "Exploring Strategy-Making in ‘Non-New Public Management’ Public Services Settings: The Case of European Union Agencies," Administrative Sciences, MDPI, vol. 9(1), pages 1-18, March.
    11. Vanessa Stjernborg & Ola Mattisson, 2016. "The Role of Public Transport in Society—A Case Study of General Policy Documents in Sweden," Sustainability, MDPI, vol. 8(11), pages 1-16, November.
    12. Andrew Goddard & Alexa Simm, 2017. "Management accounting, performance measurement and strategy in English local authorities," Public Money & Management, Taylor & Francis Journals, vol. 37(4), pages 261-268, June.
    13. Nyamori, Robert Ochoki & Lawrence, Stewart R. & Perera, Hector B., 2012. "Revitalising local democracy: A social capital analysis in the context of a New Zealand local authority," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 23(7), pages 572-594.

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