Strategy discourses in public sector organizations. A qualitative focus group study.
Strategic concerns have spread into public management and fueled the growth of strategic practices. The purpose of this study is to examine strategy discourses in public sector organizations. It describes how strategy is articulated and conceptualized with reference to dominant strategy discourses and identifies the structural tension between these discourses.
Based on a deconstructive analysis of focus group interviews, the article identifies four strategy discourses: “rationalist” discourse, “structuralist” discourse, “idealist” discourse and “constructivist” discourse. Strategy makers draw on several or all of the discourses in public sector organizations and the body of literature on strategic management related to them. The discourses are different but not incompatible in practice. Rather, they complement each other in strategic practices. Thus, the article suggests a more nuanced way of strategic discourses in public sector organizations and provides inspiration to other sectors as well. The article concludes by suggesting directions for further research.
How to Cite
Authors who publish with this journal agree to the following terms:
1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License that allows others to share the work for non-commercial use with an acknowledgement of the work's authorship and initial publication in this journal.
2. Authors and IPMR are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository, distribute it via EBSCO, or publish it in a book), with an acknowledgement of its initial publication in this journal.