000			01702naa a2200181uu 4500
001			0041612540937
003			OSt
005			20190211171039.0
008			100416s2009 xx ||||gr |0|| 0 eng d
100	1		_939542 _aJohanson, Jan-Erik
245	1	0	_aStrategy formation in public agencies
260			_aMalden : _bWiley-Blackwell, _cDecember 2009
520	3		_aThe main contribution of this study is the identification of three modes of strategy for public agencies based on strategic thought in a corporate environment. Strategic design, internal strategic scanning, and strategic governance embody three distinct modes of strategy relevant in the public sector. Programming actions, combining capabilities, and formation of networks capture the essence of these strategic orientations. By offering an organization-based view of public sector strategy, this study puts public agencies at the centre of strategic examination. The fundamental unit of analysis within agencies is administrative duty, which connects administrative action with the democratic decision-making process. These three strategy modes are based on complementary and, in some respects, contradictory theoretical assumptions, but all offer opportunities for confronting the diverse environments faced by public agencies. Each strategic orientation has a distinct approach to such features as the role of management, occupational groups, the environment, and types of capital.
773	0	8	_tPublic Administration: An International Quarterly _g87, 4, p. 872-891 _dMalden : Wiley-Blackwell, December 2009 _xISSN 00333298 _w
942			_cS
998			_a20100416 _b1254^b _cDaiane
998			_a20100420 _b1554^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32440 _d32440
041			_aeng