Promoting programme gap awareness as a method of effective public strategic management

References

• Bean, J., and L. Hussey. 2011. Marketing Public Sector Services: Essential Skills for the Public Sector. London: HB Publications.
   Google Scholar
• Bovaird, T. 2008. “Emergent Strategic Management and Planning Mechanisms in Complex Adaptive Systems.” Public Management Review 10 (3): 319–340. doi:10.1080/14719030802002741.
   Web of Science ®Google Scholar
• Boyne, G. A., and R. M. Walker. 2010. “Strategic Management and Public Service Performance: The Way Ahead.” Public Administration Review 70 (s1): s185–s192. doi:10.1111/j.1540-6210.2010.02271.x.
   Web of Science ®Google Scholar
• Brunsson, N. 1986. “Organizing for Inconsistencies: On Organizational Conflict, Depression and Hypocrisy as Substitutes for Action.” Scandinavian Journal of Management Studies 2 (3–4): 165–185. doi:10.1016/0281-7527(86)90014-9.
   Google Scholar
• Bryson, J. M. 2004. Strategic Planning for Public and Nonprofit Organizations. A Guide to Strengthening and Sustaining Organizational Achievement. San Francisco, CA: John Wiley & Sons.
   Google Scholar
• Carson, S. J., A. Madhok, and T. Wu. 2006. “Uncertainty, Opportunism, and Governance: The Effects of Volatility and Ambiguity on Formal and Relational Contracting.” Academy of Management Journal 49 (5): 1058–1077. doi:10.5465/AMJ.2006.22798187.
   Web of Science ®Google Scholar
• Chandler, C. 1962. Strategy and Structure: Chapters in the History of the American Enterprise. Cambridge, MA: MIT Press.
   Google Scholar
• Cohen, M. D., and J. G. March. 1974. Leadership and Ambiguity: The American College President. New York: McGraw-Hill.
   Google Scholar
• Cohen, M. D., J. G. March, and J. P. Olsen. 1972. “A Garbage Can Model of Organizational Choice.” Administrative Science Quarterly 17 (1): 1–25. doi:10.2307/2392088.
   Web of Science ®Google Scholar
• Denis, J. L., A. Langley, and L. Cazale. 1996. “Leadership and Strategic Change under Ambiguity.” Organizational Studies 17 (4): 673–699. doi:10.1177/017084069601700406.
   Web of Science ®Google Scholar
• Duncan, W. J., P. M. Ginter, and L. E. Swayne. 1996. Strategic Management of Health Care Organizations. Malden, MA: Blackwell.
   Google Scholar
• Evered, R., and M. Louis. 1981. “Alternative Perspectives in the Organizational Sciences: Inquiry for the Inside and Inquiry from Outside.” Academy of Management Journal 6 (3): 385–396.
   Google Scholar
• Ferlie, E. 2002. “Quasi Strategy: Strategic Management in the Contemporary Public Sector.” In Handbook of Strategy and Management, edited by A. M. Pettigrew, H. Thompson, and R. Whittington. London: Sage.
   Google Scholar
• Huxham, C. 2003. “Theorizing Collaboration Practice.” Public Management Review 5 (3): 401–423. doi:10.1080/1471903032000146964.
   Google Scholar
• Istat. 2011. Rapporto annuale: la situazione del Paese nel 2010. Roma: Istat.
   Google Scholar
• Italiana, C., and F. E. Zancan. 2011. Rapporto 2011 su povertà ed esclusione sociale in Italia. Bologna: Edizioni Il Mulino.
   Google Scholar
• Johnson, G., and K. Scholes. 1999. Exploring Public Sector Strategy. 5th ed. London: Pearson Education.
   Google Scholar
• Joyce, P. 1999. Strategic Management for the Public Services. Milton Keynes: Open University Press.
   Google Scholar
• Lane, J.-E., and J. Wallis. 2009. “Strategic Management and Public Leadership.” Public Management Review 11 (1): 101–120. doi:10.1080/14719030802494047.
   Web of Science ®Google Scholar
• Lee, N. R., and P. R. Kotler. 2006. Marketing in the Public Sector: A Roadmap for Improved Performance. Upper Saddle River, NJ: Pearson Education.
   Google Scholar
• Longo, F., and D. Barbieri. 2013. “Using Relational and Transactional MCSs to Manage the Delivery of Outsourced Public Services: Evidence from Twelve Cases in the USA.” Financial Accountability & Management 29 (1): 50–73. doi:10.1111/faam.12002.
   Google Scholar
• March, J. T. 1979. “Ambiguity and the Engineering of Choice.” International Studies of Management & Organization 9 (3): 9–39.
   Google Scholar
• Mintzberg, H., and J. A. Waters. 1985. “Of Strategies. Deliberate and Emergent.” Strategic Management Journal 6 (3): 257–272. doi:10.1002/smj.4250060306.
   Web of Science ®Google Scholar
• Nutt, P. C., and R. W. Backoff. 1992. “Why Strategic Management is Different in Public and Third Sector Organizations.” In Strategic Management of Public and Third Sector Organizations, edited by P. C. Nutt and R. W. Backoff. San Francisco, CA: Jossey Bass.
   Google Scholar
• Radnor, Z., and M. McGuire. 2004. “Performance Management in the Public Sector: Fact or Fiction?” International Journal of Productivity and Performance Management 53 (3): 245–260. doi:10.1108/17410400410523783.
   Google Scholar
• Reason, P., and H. Bradbury. 2001. Handbook of Action Research: Participatory Inquire and Practice. London: Sage.
   Google Scholar
• Ring, P. S., and J. L. Perry. 1985. “Strategic Management in Public and Private Organizations: Implications of Distinctive Contexts and Constraints.” Academy of Management Review 10 (2): 276–286.
   Web of Science ®Google Scholar
• Saz-Carranza, A., and A. Serra. 2009. “Institutional Sources of Distrust in Government Contracting.” Public Management Review 11 (3): 263–279. doi:10.1080/14719030902798206.
   Web of Science ®Google Scholar
• Walker, R. M., and G. A. Boyne. 2006. “Public Management Reform and Organizational Performance: An Empirical Assessment of the U.K. Labour Government’s Public Service Improvement Strategy.” Journal of Policy Analysis and Management 25 (2): 371–393. doi:10.1002/pam.20177.
   Web of Science ®Google Scholar
• Whyte, W. F. E. 1991. Participatory Action Research. London: Sage.
   Google Scholar
• Yin, R. K. 1994. Case Study Research: Design and Methods. 2nd ed. Thousand Oaks, CA: Sage.
   Google Scholar