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Article

Jan‐Erik Lane

After the many years of public‐sector reforms in advanced capitalist democracies, a concept of strategic management for the delivery of public services would be highly…

Abstract

After the many years of public‐sector reforms in advanced capitalist democracies, a concept of strategic management for the delivery of public services would be highly relevant for the conduct of operations by public organisations, or bureaux, as well as in schemes of outsourcing. However, it must take into account the specific features of the public sector (such as the occurrence of bounded rationality and the risk of garbage‐can decision processes) as well as the implications of the rule of law. Outcome measures constitute the starting point in the derivation of public‐sector strategic management. As the ‘new public organisation’ replaces bureaucracy, then the flat and boundary‐less organisation will need more of a strategic management focus, especially when combined with outsourcing.

Details

International Journal of Leadership in Public Services, vol. 4 no. 3
Type: Research Article
ISSN: 1747-9886

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Article

Thomas Cooper

The purpose of this paper is to examine the management of strategic public sector risks in communities and municipalities.

Abstract

Purpose

The purpose of this paper is to examine the management of strategic public sector risks in communities and municipalities.

Design/methodology/approach

This research collates information on public sector risk management through a series of key informant interviews and content analysis of municipal plans.

Findings

Financial, environmental, social and other strategic risks were found to be important by communities but not necessarily managed as part of the strategic planning process.

Social implications

The paper explores the question: what are the strategic risks that communities report on and how they are managed? What risks are identified in communities and how they are managed, if they have significant practical and social implications.

Originality/value

It is an interesting time to study public sector risk management. From a regional policy development perspective, public sector organizations will be facing substantial strategic risks in the coming years due to demographic changes (implications of the graying population), urbanization, economic downturns (or booms in certain regions of North America), as well as changes from advances in technology and communication.

Details

Journal of Enterprising Communities: People and Places in the Global Economy, vol. 6 no. 4
Type: Research Article
ISSN: 1750-6204

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Article

Nqobile Dlamini, Adrino Mazenda, Tyanai Masiya and Norman Tafirenyika Nhede

A strategic plan is a document used to communicate an organisation’s goals and the actions needed to achieve those goals. Strategic planning in public organisations…

Abstract

Purpose

A strategic plan is a document used to communicate an organisation’s goals and the actions needed to achieve those goals. Strategic planning in public organisations promotes timely decisions, enhances the management of limited resources in a more rational manner, improves service delivery and induces greater satisfaction of customers. The purpose of this paper is twofold: first, to critically examine the strategic planning challenges facing the Department of Telecommunications and Postal Services (DTPS), and how these impact organisational performance; second, to identify strategies that can be implemented to enhance strategic planning and performance management in the DTPS.

Design/methodology/approach

This paper used a qualitative case study design with the aid of document analysis to provide insight into the research questions.

Findings

The paper concludes that public institutions such as the DTPS face a plethora of challenges that militate against successful strategic planning and implementation. A major challenge is resistance to change arising from a desire to maintain the status quo. This paper argues that it is important to promote strategic planning, and aligning organisational objectives with performance in public institutions.

Research limitations/implications

This study is based on documentary research and therefore its findings may lack current findings that would have emerged from direct interviews.

Practical implications

This research contributes towards efforts being made to make strategic planning and implementation effective and credible in public institutions especially in sub Saharan Africa.

Originality/value

In many South African public institutions, strategic planning is viewed as the work of top management, a misconception which compromises service delivery. In addition, strategic planning has been implemented as a direct attempt to inhibit poor budgetary planning and corruption in procurement systems, and in order to effectively manage public resources. There is a need for the department to conduct regular skills development programmes, uproot top-level bureaucracy, and increase innovation, monitoring and evaluation of organisational activities.

Details

International Journal of Public Leadership, vol. 16 no. 1
Type: Research Article
ISSN: 2056-4929

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Article

Triveni Kuchi

Purpose – Libraries have been experiencing relentless change and uncertainty in their environment. The literature on corporate communications, strategic management and…

Abstract

Purpose – Libraries have been experiencing relentless change and uncertainty in their environment. The literature on corporate communications, strategic management and planning, marketing and public relations more recently, has been recommending using communications as a strategy to coherently and proactively handle and foresee change. Planning and using an overall communications strategy will bring integrity and adherence to the library's goals and direction while reducing the discomfort of change. This selected bibliography is a quick starting point for understanding the significance of an overall communication strategy and its use for managing conflicts and changes in the library's environment strategically. Design/methodology/approach – This article covers books and articles from mid‐1980s to 2004, published around the world. The sources are listed alphabetically by author and then chronologically for different sources by the same author, providing brief but useful information about the content covered for each source. Findings – This bibliography illustrates a variety of research from corporate communications, strategic planning, communications management, marketing and public relations literature that emphasize the role of communication in strategic management. Research limitations/implications – It records a comprehensive list of publications covering international perspectives as well as publications about communication strategy. Practical implications – This selected bibliography is primarily intended for librarians, library planners, managers or administrators, but is also relevant to corporate and business professionals, planners and administrators. Further, it would also be a useful resource for students, faculty and researchers of communication. Originality/value – This bibliography presents a much needed resource list for gathering insights into the strategic role of communication for organizations such as the library that are in a state of constant change.

Details

Library Management, vol. 27 no. 4/5
Type: Research Article
ISSN: 0143-5124

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Article

Soojin Kim

The purpose of this paper is to identify factors influencing an organization’s predisposition to bridging strategy, and tests relationships between those factors and…

Abstract

Purpose

The purpose of this paper is to identify factors influencing an organization’s predisposition to bridging strategy, and tests relationships between those factors and bridging strategy.

Design/methodology/approach

Online survey was conducted in South Korea. Hierarchical regression was used.

Findings

Identified factors are environmental complexity, top management attitude toward stakeholders, analysis orientation, and authoritarian culture.

Research limitations/implications

By adopting the concept and measures of bridging as an organization’s public-engagement strategy, this study was able to capture an organization’s strategic approach for problem-solving in communication management.

Practical implications

Strong analysis orientation allows organizations to look into problems in their complex environments affecting their performance and their key stakeholders before deciding on strategies; resultantly, they are more likely to reduce problems and to improve their performance. In contrast, authoritarian culture discourages an organization’s adoption of bridging strategy.

Originality/value

This study is the first empirical study investigating the dynamics of factors influencing organizations’ strategic predisposition in communication management.

Details

Journal of Communication Management, vol. 20 no. 3
Type: Research Article
ISSN: 1363-254X

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Article

Jack Carlsen and Tommy D. Andersson

This analysis relates to the strategic orientation of public, private and not‐for‐profit festivals and the adoption of stakeholder, financial, marketing and management

Abstract

Purpose

This analysis relates to the strategic orientation of public, private and not‐for‐profit festivals and the adoption of stakeholder, financial, marketing and management strategies that enable them to achieve their organisational objectives. The paper aims to address these issues.

Design/methodology/approach

In order to test the effectiveness of this new strategic SWOT approach, data from the four‐country study of festivals were employed to investigate how a strategic approach can be adopted by festival managers in the public, private and not‐for‐profit sector. The strategic issues that confront all festivals, including, financial management and related issues of costs, revenue, sponsorship and support are the subject of analysis.

Findings

The findings indicate that among festival managers there are some interesting and significant differences between the three ownership types in terms of their strengths, weaknesses, opportunities and threats. Private and non‐profit festivals are comparatively more strategic in responding to financial opportunities, threats and weaknesses and public festivals are more dependent on a single stakeholder and source of revenue. Other significant differences exist in terms of stakeholder management and sponsorship strategies, which can be explained with reference to resource dependency theory.

Research limitations/implications

Strategic SWOT analysis can provide a more rigorous and structured approach to researching the multiple challenges that festival managers face and the strategies they adopt. This paper demonstrates that it has some utility in identifying strategies in response to financial, stakeholder and sponsorship imperatives.

Practical implications

Strategic SWOT analysis provides event and festival managers with a new tool for understanding the range of challenges and opportunities that they can address through adopting a more strategic response.

Originality/value

The field of festival and event management studies is largely devoid of any literature with reference to analysis of strategies that different festivals adopt in response to identified weaknesses, opportunities and threats. This paper provides new insights into the strategic management of public, private and not‐for‐profit festival organisations using an original approach and an extensive four‐country dataset.

Details

International Journal of Event and Festival Management, vol. 2 no. 1
Type: Research Article
ISSN: 1758-2954

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Article

Anne Drumaux and Christophe Goethals

The aim of this contribution is to propose a first overview of the strategic plans in the Belgian Federal Administration and to analyse the process of strategic planning itself.

Abstract

Purpose

The aim of this contribution is to propose a first overview of the strategic plans in the Belgian Federal Administration and to analyse the process of strategic planning itself.

Design/methodology/approach

In the first part, the strategic plans are analysed in order to understand the intentions regarding various public policies. A content analysis will be provided in order to propose a typology or at least a comprehensive framework of the intentions. In the second part, the strategic process itself is investigated more into details on the basis of interviews of the presidents of the Federal Public Services. The contribution tries to formalise several behavioural hypotheses in accordance with a model of strategic action in a public context. Finally, the article concludes on the relation between intention and action.

Findings

Three models characterize the management plans in Belgian federal administration: external polarization, internal polarization and balanced polarisation. Furthermore, the survey carried out confirms the existence of some effective behaviours of public top managers related to the nature of the public sector and to specific constraints. This result is fully coherent with behavioural assumptions formulated by a contextual model of strategic management. All these elements assess the possible divergence between the intentional strategy and the emergent strategies that would result from a more flexible behaviour.

Research limitations/implications

This result is based on the strategic intentions and should be confronted with the later versions of the plans and even better with their achievements in order to distinguish intention and opportunity. Only this longitudinal study will allow final conclusions about the nature of the strategy really implemented in the federal administration to br drawn.

Practical implications

The result of this research implies that “ideal” competences of public managers might differ from those requested for a private manager, especially regarding decision making (more incremental) and authority (more influential).

Originality/value

This contribution allows an evaluation of strategic process in the public sector as it is formulated by real actors, rather than by a mythical decision maker.

Details

International Journal of Public Sector Management, vol. 20 no. 7
Type: Research Article
ISSN: 0951-3558

Keywords

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Article

Benedict S. Jimenez

Periods of fiscal decline present an opportunity for city officials to transform their local government into a leaner and more effective organization by targeting cuts to…

Abstract

Periods of fiscal decline present an opportunity for city officials to transform their local government into a leaner and more effective organization by targeting cuts to non-essential programs and services. However, the political nature of the fiscal retrenchment process means that such opportunity is often squandered. Could the application of strategic planning and performance management in cutback management lead to a more focused and targeted budget cutting? Advocates of rational management believe that information gathering, analysis and use in decision-making can help local governments adapt to a fiscal crisis by facilitating targeted cuts in expenditures that preserve administrative capacity, and avoiding across-the-board cuts that trim both the organization's muscle and fat. The results of this research show that rational analytic techniques do matter in budget cutting.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 26 no. 3
Type: Research Article
ISSN: 1096-3367

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Article

Ian D. Galloway

The application of the strategic management concept to researchorganisations operating in the public sector is reviewed. The uniquecharacteristics of such organisations…

Abstract

The application of the strategic management concept to research organisations operating in the public sector is reviewed. The unique characteristics of such organisations are discussed in terms of strategic management and the need to tailor this process to suit the organisations′ particular requirements.

Details

International Journal of Public Sector Management, vol. 3 no. 1
Type: Research Article
ISSN: 0951-3558

Keywords

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Article

Benita Steyn

Strategic management theory differentiates between enterprise, corporate, business, functional and operational strategy. Corporate communication strategy is conceptualised…

Abstract

Strategic management theory differentiates between enterprise, corporate, business, functional and operational strategy. Corporate communication strategy is conceptualised as a functional strategy, providing focus and direction to the corporate communication function. Acting as a framework for the communication plans developed to implement the strategy, it makes the corporate communication function relevant in the strategic management process by providing the link between key strategic issues facing the organisation and communication plans. Corporate communication strategy is seen to be the outcome of a strategic thinking process by senior communicators and top managers taking strategic decisions with regard to the identification and management of, and communication with, strategic stakeholders.

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