000			01458naa a2200193uu 4500
001			11814
003			OSt
005			20240429150359.0
008			030327s2006 xx ||||gr |0|| 0 eng d
100	1		_aBOLTON, Nicola _91266
245	1	0	_aStrategic planning in local government : _ba study of organisational impact and effectiveness
260			_c2002
520	3		_aStrategic planning in British local government has enjoyed a renaissance over the past ten years, but little attention has been paid to the effectiveness can be assessed in terms of the sucess of the strategy in attracting resources (currente and/or capital), its influence on existing programmes and as a vehicle for wider cultural change. This article interprets evidence from a case study of Cardiff City Council in the 1990-95 period, analysing the stratgic effectiveness of three corporate strategies involving economic development, environment and the city, centre respectively. The results are interpreted within a framework portrays chief officers as bureau-shapers, influenced by (non-instrumental) values as well as (instrumental) interests. The resilience of departmentalism is highlighted as a key factor in explaining the diferential effectiveness of the three strategies
700	1		_95940 _aLeach, Steve
773	0	8	_tLocal Government Studies _g28, 4, p. 1-21 _d, 2002 _w
942			_cS
998			_a20030327 _bKaren _cKaren
998			_a20060403 _b1634^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11937 _d11937
041			_aeng