Strategic management practices in organisations with specific reference to the public sector

Background: The traditional models for strategic management are approaching limits in the light of increasing uncertainty to define what public service organisations must be able to achieve in terms of efficiency and satisfaction of stakeholder expectations. However, the dynamism of economic pattern...

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Autores principales:	Nyashadzashe Chiwawa, Henry Wissink, William Fox
Formato:	article
Lenguaje:	EN
Publicado:	AOSIS 2021
Materias:	strategic management management practices public sector policy development strategic triangle logical incrementalism Political institutions and public administration (General) JF20-2112 Regional planning HT390-395
Acceso en línea:	https://doaj.org/article/85dd3f360a8d47efaed5c35976a3911b
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spelling	oai:doaj.org-article:85dd3f360a8d47efaed5c35976a3911b2021-11-24T07:40:28ZStrategic management practices in organisations with specific reference to the public sector2310-21952310-215210.4102/apsdpr.v9i1.540https://doaj.org/article/85dd3f360a8d47efaed5c35976a3911b2021-10-01T00:00:00Zhttps://apsdpr.org/index.php/apsdpr/article/view/540https://doaj.org/toc/2310-2195https://doaj.org/toc/2310-2152Background: The traditional models for strategic management are approaching limits in the light of increasing uncertainty to define what public service organisations must be able to achieve in terms of efficiency and satisfaction of stakeholder expectations. However, the dynamism of economic patterns calls for versatility that is deliberately designed. Aim: This article aimed to explore the importance of conflating the dimensions of strategic management triangle, in conjunction with the limits of traditional models, towards effective and sustainable public sector management. Setting: The chosen government ministry is headquartered in Harare, Zimbabwe. The ministry comprises nine departments, each headed by an appointed director who acts as the Head of Department (HOD). Methods: A qualitative research approach was employed and a sample of eight participants, consisting of HODs, was purposefully selected from the population. Open-ended qualitative responses were analysed thematically. Results: The results suggest that effective and sustainable public sector strategic management requires not only a single invariant approach but a set of values, processes, procedures, tools, techniques and practices that must be selectively and strategically adapted to unique situations in order to produce desirable results. Conclusion: A strategic triangle admixture of ‘legitimacy and support’, ‘operational capabilities’ and ‘public value’ offers more marginal flexibility, decreases uncertainty, generates more focus, and is easily understandable when pursuing effective public sector management. However, this approach needs to be considered in conjunction with the traditional models to optimise set goals.Nyashadzashe ChiwawaHenry WissinkWilliam FoxAOSISarticlestrategic managementmanagement practicespublic sectorpolicy developmentstrategic trianglelogical incrementalismPolitical institutions and public administration (General)JF20-2112Regional planningHT390-395ENAfrica’s Public Service Delivery & Performance Review, Vol 9, Iss 1, Pp e1-e9 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	strategic management management practices public sector policy development strategic triangle logical incrementalism Political institutions and public administration (General) JF20-2112 Regional planning HT390-395
spellingShingle	strategic management management practices public sector policy development strategic triangle logical incrementalism Political institutions and public administration (General) JF20-2112 Regional planning HT390-395 Nyashadzashe Chiwawa Henry Wissink William Fox Strategic management practices in organisations with specific reference to the public sector
description	Background: The traditional models for strategic management are approaching limits in the light of increasing uncertainty to define what public service organisations must be able to achieve in terms of efficiency and satisfaction of stakeholder expectations. However, the dynamism of economic patterns calls for versatility that is deliberately designed. Aim: This article aimed to explore the importance of conflating the dimensions of strategic management triangle, in conjunction with the limits of traditional models, towards effective and sustainable public sector management. Setting: The chosen government ministry is headquartered in Harare, Zimbabwe. The ministry comprises nine departments, each headed by an appointed director who acts as the Head of Department (HOD). Methods: A qualitative research approach was employed and a sample of eight participants, consisting of HODs, was purposefully selected from the population. Open-ended qualitative responses were analysed thematically. Results: The results suggest that effective and sustainable public sector strategic management requires not only a single invariant approach but a set of values, processes, procedures, tools, techniques and practices that must be selectively and strategically adapted to unique situations in order to produce desirable results. Conclusion: A strategic triangle admixture of ‘legitimacy and support’, ‘operational capabilities’ and ‘public value’ offers more marginal flexibility, decreases uncertainty, generates more focus, and is easily understandable when pursuing effective public sector management. However, this approach needs to be considered in conjunction with the traditional models to optimise set goals.
format	article
author	Nyashadzashe Chiwawa Henry Wissink William Fox
author_facet	Nyashadzashe Chiwawa Henry Wissink William Fox
author_sort	Nyashadzashe Chiwawa
title	Strategic management practices in organisations with specific reference to the public sector
title_short	Strategic management practices in organisations with specific reference to the public sector
title_full	Strategic management practices in organisations with specific reference to the public sector
title_fullStr	Strategic management practices in organisations with specific reference to the public sector
title_full_unstemmed	Strategic management practices in organisations with specific reference to the public sector
title_sort	strategic management practices in organisations with specific reference to the public sector
publisher	AOSIS
publishDate	2021
url	https://doaj.org/article/85dd3f360a8d47efaed5c35976a3911b
work_keys_str_mv	AT nyashadzashechiwawa strategicmanagementpracticesinorganisationswithspecificreferencetothepublicsector AT henrywissink strategicmanagementpracticesinorganisationswithspecificreferencetothepublicsector AT williamfox strategicmanagementpracticesinorganisationswithspecificreferencetothepublicsector
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Strategic management practices in organisations with specific reference to the public sector

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