A Strategic Management Process for Public and Third-Sector Organizations

Abstract

This article has several related purposes. First, the authors lay out a process for strategic management tailored to the needs of organizations in public or third-sector settings. The process recognizes some of the paradoxes and problems involved in doing strategic management in those settings and shows how to avoid such difficulties. Second, we describe techniques or tools that are useful in carrying out the search, synthesis, and selection activities required by each stage of the process. Finally, we suggest ways to improve the results of strategic management and call for planners to take on multiple roles to support the process.