National Organizations And Strategic Management

1097 Words5 Pages
NPM: Strategic Learning in Public Organisations and Strategic Management New Public Management not only focused attention on how public agencies could be more like a business in terms of its effectiveness, efficiency and financial management. It also focused attention on strategic planning: future focused analysis and subjective evaluation of organisational goals and priorities (Poister & Streib, 1999, p. 309). And strategic management, the perpetual cycle of scanning the environment, planning, implementation, evaluation and review (Poister & Streib, 1999, p. 310). Drilling down from the bigger picture of strategic planning and management Boyne and Walker (2004) developed a framework to classify the strategies used by public organizations (Boyne & Walker, 2004, p. 231). While other researchers investigated strategy content ‘how an organization interacts with its environment (Andrews, et al., 2009, p. 4)’. A research agenda complemented by interest in the impact of strategic planning on organisational performance (Edwards, 2012, p. 115) and how organisations change and learn in response to the internal and external social, political and economic environment (Pugh & Hickson, 1996). Since 1983 organisational learning and organisational field change attributed to isomorphism in the public sector, private and nongovernment organisations has been investigated by a number of researchers (Ashworth, et al., 2009; Barman & MacIndoe, 2012; Frumkin & Galaskiewicz, 2004; Leiter,
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