Suchergebnisse

This book investigates the role and effectiveness of strategic management within public governance in Europe. Using findings from qualitative studies, it explores the governance processes at the level of the European Union as a supranational institution, and the level of national governments. It presents empirical research that reveals fresh insights into the extent to which the public, effective government, and desirable societies are interrelated in individual Member States. Further, it enables the authors to critically analyse and develop the concept of the 'Strategic State', and to introduce the idea of 'credible government' that lays out a pathway to effective governance. This book argues for the need to develop more effective multi-level governance that combines unity of strategic purpose at the European level with strategic leadership and mobilisation at the national level. It will appeal to practitioners in addition to scholars in the fields of public policy, public management and European Union studies

This book investigates the role and effectiveness of strategic management within public governance in Europe. Using findings from qualitative studies, it explores the governance processes at the level of the European Union as a supranational institution, and the level of national governments. It presents empirical research that reveals fresh insights into the extent to which the public, effective government, and desirable societies are interrelated in individual Member States. Further, it enables the authors to critically analyse and develop the concept of the 'Strategic State', and to introduce the idea of `credible government' that lays out a pathway to effective governance. This book argues for the need to develop more effective multi-level governance that combines unity of strategic purpose at the European level with strategic leadership and mobilisation at the national level. It will appeal to practitioners in addition to scholars in the fields of public policy, public management and European Union studies.

Four European countries have been selected from the northern part of Europe to carry out cross-case comparisons of their strategic state capabilities. They are Finland, Germany, Lithuania and Sweden. Each of the cases has some distinctive features in terms of their recent developments or their strategic reputations. Finland's national government has been frequently identified as taking a strategic approach to governance. The government has made reports on the future to parliament and the parliament had its Committee for the Future. Germany, in contrast, has a reputation for being more strategic at local and regional government level and the national level of government is portrayed as much less strategic. It is plausible to argue that the strength of the constitution is a major influence on how public governance works in Germany, and it maybe for this reason that strategic-state capabilities appear to be emerging quite slowly. Lithuania is an interesting case because of its apparently well-institutionalized system of strategic planning that was introduced in 2000. There is now a long-term Lithuania 2030 strategy. Central capacity for strategic planning is partly established through ministry units and a governmental Strategic Planning Committee dating from 2013. Finally, Sweden's system of public governance is interesting in part because of the 1997 reforms that created a more integrated approach, a whole of government approach, in which the ministers were appointed by the prime minister and worked collaboratively, which has been termed as ministerial decision making according to a collegiality norm. This implies quite a step change in strategicstate capabilities in the sense of moving away from ministerial silos. ; info:eu-repo/semantics/published

The Europe 2020 strategy could be seen as the application of public management reforms to the problem of governance of the economies of Europe. It was not simply an economic plan but included strategic goals on employment, R & D, climate change and sustainability, education, poverty and social exclusion. It was, in other words, a comprehensive framework for the social, environmental and economic development of Europe over the decade to 2020. It emphasized the need for a coherent and integrated effort by all countries and levels of government to work with social partners and citizens to renew Europe's dynamism. ; info:eu-repo/semantics/published

Abstract
In this article different ways of conceptualizing strategic planning are explored, namely;

. Modern strategic planning with its emphasis on using scientific methods to find out about and programme the future.
. Postmodern strategic planning that calls into question the strategist's ability to know and programme the future.
. New modern strategic planning that stresses the importance of the strategist(s) interacting with other stakeholders and experimenting through strategic projects rather than planning from on high and then dictating changes which have been totally programmed—being able through foresight as opposed to forecasting to build a bridge from the present to the future.

From this the role of the strategist(s) in organizations as being charged with providing leadership through foresight and being able to forge different stakeholders together is explored.
Copyright © 2002 John Wiley & Sons, Ltd.

New information and communication technology can be used to improve the productivity of public services and the responsiveness of government. However, as this paper suggests, without substantial re-engineering of the organisational relationship to the public, IT on its own will achieve little. The paper examines three issues about the use of ICT to reconnect the government and the public. Why is reconnecting so important? What are the issues standing in the way of this reconnection using ICT? And what can be done to address these issues? The paper examines the whole nexus of the nature of government-public interactions rather than simply exploring the strategic utility of IT in the governmental sector.