Routledge Public Sector Strategy Design: Theory and Practice for Government and Nonprofit Organizations

Within the public sector, strategies are not designed to influence markets, but instead to guide operations within a complex environment of multilateral power, influence, bargaining, and voting. In this book, authors David McNabb and Chung-Shingh Lee examine five frameworks public sector organization managers have followed when designing public sector strategies. Its purpose is to serve as a guide for managers and administrators of large and small public organizations and agencies. This book is the product of a combined more than sixty years of researching, teaching and leading organizational seminars on the theory and practice of management applications in industrial, commercial, nonprofit and public sector organizations. The book consists of four parts: Strategic Management and Strategy Fundamentals; Frameworks for Designing Strategies; Examples of Public Sector Strategies; and Implementing Strategic Management. Throughout, the focus is on the widespread value of strategic management and adopting the strategy appropriate for the organization. Including chapters on game theory, competitive forces, resources-based view, dynamic capabilities, and network governance, the authors demonstrate ways that real managers of public sector and civil society organizations have put strategic management to work in their organizations. This book will be of interest to both practicing and aspiring public servants. Review In this book, David McNabb and Chung-Shing Lee provide a significant and valuable contribution to the body of knowledge in public sector strategy and management, as well as offering public administrators and practitioners a useful framework for them to design and implement strategy for sustainability and success. Dr. Jonathan C. Ho, Yuan Ze University, Taiwan Although the process of strategic management has been enthusiastically adopted by many public sector managers, the guidance on how best to develop the strategies necessary to put those processes into the task of running a government agency has been essentially missing. This book by David McNabb and Chung Shing-Lee appropriately fills that void. They have produced the only book I am aware of that blends strategic management theories with the practical skills needed for designing strategies. Mohamad (Mo) Sepehri, University of the District of Columbia, Washington DC, USA Modern public administration in today’s complex and challenging environment is well-served by this important book on the core elements of strategic management. Its combination of theory and practical applications makes it a meaningful contribution to strategic planning for executives and administrators in all public organizations. Elected officials and leaders in the non-profit sector also need to understand the challenges their staffs and organizations are facing. After reading this book, their leadership will be more insightful and valuable. Clare Petrich, President of the Port of Tacoma Commission, Washington, USA About the Author David E. McNabb is Professor Emeritus in the School of Business, Pacific Lutheran University, USA. He has taught undergraduate and graduate business management and public administration courses for Edmonds Community College, Olympic College, Oregon State University, the University of Maryland-University College (Europe), the American University in Bulgaria, the Stockholm School of Economics in Riga, Latvia, a regional business education program in Northern France, and the MPA program at Evergreen State College. He has worked for the cities of Fullerton, California and the Washington State House of Representatives. He is author of Research Methods for Public Administration and Non-Profit Organizations, 4th edition (Routledge, 2017). Chung-Shing Lee is Professor and Dean of the School of Business at Saint Martin’s University, USA. Prior to his current position, he was a Professor of Technology and Innovation Management and Dean of the Scho