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尽管战略规划和战略管理已在公共组织内实行了30余年,但是对于其能否提高公共部门绩效,仍存在诸多问题与质疑。本文旨在检视公共部门的战略制定流程,考察最适合公共部门特点的战略路径。为此,本文首先基于公共部门的三种主要战略路径,构建一个理论分析框架。随后,通过探索性案例研究,揭示了一个复杂的战略流程,该流程交替采用理性的、合作的和政治的决策逻辑,有计划地渐进变化。对实践工作者的启示本研究强调,公共组织的战略控制需要整合不同的逻辑和路径:理性逻辑、政治逻辑和合作逻辑。本研究认为,对公共管理者而言,重要的是在开发和管理组织间网络和人际关系的过程中提升技能。公共组织战略管理的主要内容是能够促进组织内外各个利益相关者之间的互动,调动和引导集体智慧,以确立和实施公共项目和政策。
Although strategic planning and strategic management have been practiced in public organizations for more than 30 years, there are still many questions and doubts about whether they can improve public sector performance. The purpose of this article is to examine the public sector strategy development process and examine the strategic path best suited to the characteristics of the public sector. To this end, this paper first builds a theoretical framework based on the three main strategic paths of the public sector. Subsequently, through exploratory case studies, a complex strategic process was revealed that alternates between planned and gradual changes using rational, cooperative and political decision-making logic. Implications for Practicing Workers This study emphasizes that strategic control of public organizations needs to integrate different logics and paths: rational logic, political logic, and cooperative logic. This study argues that for public managers, it is important to upgrade their skills in the development and management of interorganizational networks and relationships. The main content of the strategic management of public organizations is to promote the interaction among various stakeholders both inside and outside the organization and to mobilize and guide the collective wisdom to establish and implement public projects and policies.