Public‐sector strategy formulation
Bibliographic Data
| ID | 9782893 |
|---|---|
| Authors | Wade R Rose (Carleton University, corresponding author), David Cray (Carleton University) |
| Year | 2010 |
| Volume | 53 |
| Issue | 4 |
| Pages | 453-466 |
| Publication date | 2010-12-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Canadian Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0008-4840 • E-ISSN: 1754-7121 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1754-7121.2010.00145.x |
| OpenAlex | W1945573514 |
| Language | EN |
| Citations received | 1 |
| References cited | 18 |
The public sector encounters challenges in strategy formulation and implementation that are distinct from those faced by the private sector, and these include unique cycles of leadership changes, complex internal and external dynamics, and a variety of stakeholders who have diverse definitions of success and failure. To meet the contingencies generated by these factors, public bodies rely on process timelines based on the election cycle, identifying and focusing on key adversaries and supporters, ongoing communications, and utilizing the opportunities presented by real or perceived crises. In adapting to this combination of circumstances, public‐sector managers can profitably draw on both deliberate planning methods and emergent strategies
Business · Computer security · Economic growth · Economics · Key (lock · Political science · Private sector · Process (computing · Process management · Public relations · Public sector · Timeline · Variety (cybernetics · Accounting and Organizational Management · Computer Science · Innovation and Knowledge Management · Public Policy and Administration Research
| Unique citing works | 1 |
|---|---|
| Citations per year | 1 |
| Citation span | 2025 - 2025 (1) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 1 |