Strategic Management in Public and Private Organizations: Implications of Distinctive Contexts and Constraints

1 April 1985

journal article
Published by Academy of Management in Academy of Management Review

Vol. 10 (2) , 276-286
https://doi.org/10.5465/amr.1985.4278197

Abstract

Public and private sector strategic managers operate in different contexts that generate distinctive constraints on their behaviors and choices. Key constraints on public sector managers are identified in five propositions. Implications for the evaluation of public sector management and for the behavior of public managers are drawn. It is argued that application of private sector models to the public sector is problematic; that general models of strategic management are needed.

Keywords

This publication has 12 references indexed in Scilit:

Note—Performance Evaluation of State-Owned Enterprises: A Process Perspective
Management Science, 1981
Strategy, Distinctive Competence, and Organizational Performance
Administrative Science Quarterly, 1980
The Historical Development of the Strategic Management Concept
Academy of Management Review, 1980
Still Muddling, Not Yet Through
Public Administration Review, 1979
Calling Out and Calling Off the Dogs: Managerial Diagnosis in Public Service Organizations
Academy of Management Review, 1979
Strategic Choice as a Negotiated Outcome
Management Science, 1978
Patterns in Strategy Formation
Management Science, 1978
Marginality - A Neglected Dimension in the Design of Work
Academy of Management Review, 1977
Comparing Public and Private Organizations
Public Administration Review, 1976
MARGINALITY AND INTEGRATIVE DECISIONS.
The Academy of Management Journal, 1973