Details

<p>Chapter 1 Introduction.- Chapter 2 Why does strategy matter for public and nonprofit organizations.- Chapter 3 Public Value Creation.- Chapter 4 Incentives in public and nonprofit organizations- Chapter 5 Performance Management in Public and Nonprofit Organizations.- Chapter 6 Centralization versus Decentralization in public and nonprofit organizations.- Chapter 7 Strategy Implementation.- Chapter 8 Stakeholder Management in the public interest.- Chapter 9 On the government boundaries.- Chapter 10 Cross-sector and public-public collaborations.-&nbsp;Chapter 11 Conclusions.</p>

<p>Sandro Cabral is a Professor of Strategy and Public Management at Insper, Brazil. He is also affiliated with the Federal University of Bahia, Brazil. His research investigates the impact of strategic actions on economic and social performance, as well as on value creation and appropriation. He has held visiting positions at New York University and HEC-Paris. His work has been published in leading journals such as the <em>Strategic Management Journal</em>, <em>Organization Science</em>, <em>Journal of Public Administration Research and Theory</em>, and <em>Public Administration Review</em>, among others.</p>

<p>This book examines why strategy matters in public and nonprofit organizations, as well as in private firms with the potential to create (or destroy) public value. Combining a solid conceptual basis in strategy, it focuses on understanding the drivers of superior performance and public value creation and appropriation by a myriad of stakeholders. Readers will gain insights into the core strategic conditions that can make sense in the public and nonprofit sectors as well as in cross-sector collaborations. This book will contribute to existing conversations on the importance of strategic thinking in policy debates and broader social issues.</p>

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<p><strong>Sandro Cabral</strong> is a Professor of Strategy and Public Management at Insper, Brazil. He is also affiliated with the Federal University of Bahia, Brazil. His research investigates the impact of strategic actions on economic and social performance, as well as on value creation and appropriation. He has held visiting positions at New York University and HEC-Paris. His work has been published in leading journals such as the <em>Strategic Management Journal</em>, <em>Organization Science</em>, <em>Journal of Public Administration Research and Theory</em>, and <em>Public Administration Review</em>, among others.</p>

Examines the role of strategy for public and nonprofit organization as well as firms that create or destroy public value Discusses the role of strategy in the design, implementation, and assessment of policies with social implications Sheds light on the strategic factors influencing performance in public and nonprofit organizations

<p>“I have long admired Sandro Cabral for his brilliance and for using frontier ideas from the field of Strategy in the public interest. The book you hold in your hands has me admiring him more than ever. Full of powerful examples and practical insights, this book will make you optimistic that private and public organizations can conquer the world’s most pressing problems by working together.” (Anita McGahan, Professor of Strategic Management, Rotman School of Management, University of Toronto, Canada)<br>
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“Cabral’s book addresses the gap in the literature by taking central principles in strategic management research and practice and modifying them so that they can be applied in the public and non-profit sectors. The result not only gives clear guidance to managers in these kinds of organizations in developing and implementing strategies, it also has implications for managers in privately owned for profit firms.” (Jay Barney, Presidential Professor of Strategic Management and Lassonde Chair of Social Entrepreneurship Eccles School of Business, The University of Utah, USA)<br>
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“This book is much-needed: it provides an outstanding resource for graduate students, managers, and researchers aiming to promote the strategic management and performance of public and nonprofit organizations. &nbsp;Readers will find evidence-based coverage of a full range of key topics in strategy; engaging writing; and useful examples throughout.” (Thomas D'Aunno, Professor of Management at the Robert F. Wagner Graduate School of Public Service, New York University)<br>
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“Effective strategies in the public and nonprofit realm (and in the business world, too) involve good ideas, worth implementing, that can be implemented -- along with the coalition of support necessary to adopt and implement them. Sandro Cabral has written an excellent, academically grounded book aimed especially, but not exclusively, at developing really good ideas. I do not know of another work like it.” (John M. Bryson, McKnight Presidential Professor Emeritus, University of Minnesota, USA)</p>