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Intro -- Preface -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- Chapter 1 Introduction -- Three Modes of Strategy Formation -- The Organisation of the Book -- References -- Chapter 2 Policy Making in Government -- Parts of Society -- The Economy -- Polity -- Civil Society -- References -- Chapter 3 Strategy Formation in Government -- Strategic Design: Strategic Planning and Evaluation -- Internal Strategic Scanning: Administrative Reform -- NPA -- NPM -- PVM -- NPS -- NPG -- Strategic Governance: Regulation in Governance -- References -- Chapter 4 Strategy Formation in Public Agencies -- The Public Agency Context -- Analytic Dimensions -- The Role of Strategy -- Assumptions About Environment -- Primary Types of Capital -- The Role of the Public Manager -- The Position of Professions -- Managerial Control -- Strategic Design Mode -- The Internal Strategic Scanning Mode -- Strategic Governance Mode -- References -- Chapter 5 Strategic Design -- Public and Private Strategic Design -- Politics as Markets -- Organisational Processes -- Performance Regimes -- Further Avenues -- References -- Chapter 6 Internal Strategic Scanning -- Research-Based View -- Knowledge-Based Considerations -- Dynamic Capabilities -- References -- Chapter 7 Strategic Governance -- Public Agencies -- Triadic Constellations -- Public Agencies in Network Context -- The Non-Partisan 'The Mediator' -- Tertius Gaudens 'The Business Partner' -- Divide et Impera 'The Antitrust Agent' -- References -- Chapter 8 Strategy and Performance -- Strategic Management -- Performance Measurement -- The Strategy-Performance Interface -- Defining Action Sequences -- Employing Heuristics -- Managing External Interactions -- Buffering Goals -- Administering Doses for Survival -- Weighing Reciprocities -- Harvesting Legitimacy -- Creating Innovation.

The main contribution of this study is the identification of three modes of strategy for public agencies based on strategic thought in a corporate environment. Strategic design, internal strategic scanning, and strategic governance embody three distinct modes of strategy relevant in the public sector. Programming actions, combining capabilities, and formation of networks capture the essence of these strategic orientations. By offering an organization‐based view of public sector strategy, this study puts public agencies at the centre of strategic examination. The fundamental unit of analysis within agencies is administrative duty, which connects administrative action with the democratic decision‐making process. These three strategy modes are based on complementary and, in some respects, contradictory theoretical assumptions, but all offer opportunities for confronting the diverse environments faced by public agencies. Each strategic orientation has a distinct approach to such features as the role of management, occupational groups, the environment, and types of capital.

"The era of hybrid governance is here. More and more organizations occupy a position between public and private ownership. And value is created not through business or public interests alone, but through distinct forms of hybrid governance. National governments are looking to transform their administrative systems to become more business driven. Likewise, private enterprises are seeing value gains in promoting public interest in their corporate social responsibility programs. But how can we conceptualize, evaluate and measure the value and performance of hybrid governance and organizations? This book offers a comprehensive overview of how hybrids produce value. It explores the drivers, obstacles and complications for value creation in different hybrid contexts: state-owned enterprises, urban policy-making, universities and non-profits from around the world. The authors address several types of value contents, for instance financial, social and public value. Furthermore, the book provides a novel way of understanding multiple forms of doing value in hybrid settings. The book explains mixing, compromising and legitimising as important mechanisms of value creation. Aimed at researchers and students of public management, public administration, business management, corporate social responsibility and governance, this book provides a theoretical, conceptual and empirical understanding of value creation in hybrid organizations. It is also an invaluable overview of performance evaluation and measurement systems and practices in hybrid organizations and governance"--

Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- List of Figures -- List of Tables -- List of Contributors -- Preface -- Acknowledgements -- Part I: Muddling Through Value Creation in Evolving Society -- 1 Value Creation Among Hybrids -- 2 Presenting the Topics of the Volume -- Part II: Mixing Value Forms in the Context of Hybridity -- 3 The Quest for Value Creation in State-owned Enterprises -- 4 Nested Hybridity and Value Definition in Public Higher Education: A Conceptual View -- 5 Integrating the Private Economy with the Public Transport Sector in China -- 6 Temporary Organisations as Hybrids - Challenges and Mechanisms for Public Value Creation -- Part III: Compromises on Value Creation in Hybrid Settings -- 7 Multiplicity of Values in Measuring Performance of Hybrids: The Case of Social Care -- 8 Performance Goals as Boundary Objects - a Compromise Between Different Value Definitions In Hybrids -- 9 Complexity of Value Proposition in Hybrids - The Japanese Experience -- Part IV: Creating Value Through Legitimisation -- 10 Value that Matters: Expansive and Restrictive Hybridity in Public-Private Pension Schemes -- 11 The Hybrid State of Public Universities in Austria -- 12 Value Creation By Two Types of Hybrid Organisations: Opportunities and Risks -- Part V: Value Creation and Beyond -- 13 Value Creation Between and Among Levels of Hybrid Governance -- 14 Postscript -- Index.

La prestation de service public dans les réseaux de collaboration a donné naissance à un recours accru aux projets dans l'administration des politiques et de la prestation de service. Les projets sont censés s'accompagner de mécanismes qui permettent d'assurer une certaine flexibilité et de produire des solutions innovantes. Le présent article a pour but de nous aider à mieux comprendre la collaboration entre les parties prenantes et ses effets sur l'innovation. Nous y analysons l'influence qu'ont les parties prenantes sur la création d'innovations en matière de projets dans 275 projets financés par l'Union européenne au moyen d'analyses du contenu et d'analyses de régression logistique. Les résultats indiquent que si les projets peuvent jouer le rôle de plaques tournantes, où des informations intéressantes sont produites, rares sont ceux qui produisent des innovations. Les réseaux de parties prenantes des projets, la diffusion des connaissances, l'influence des projets ainsi que les sources de conseils sont autant d'éléments qui ont leur importance lorsqu'il s'agit de prédire les innovations des projets. Nous verrons, dans notre conclusion, qu'il y a lieu de remettre en question l'idée exagérément optimiste selon laquelle la collaboration serait un remède à l'absence d'innovation dans le secteur public. Remarques à l'intention des praticiens Les résultats de l'article devraient aider les praticiens à concevoir des projets de développement du secteur public qui encouragent l'innovation. Les résultats indiquent qu'il est bénéfique d'inclure dans l'équipe de projet des représentants des institutions de recherche et d'enseignement étant donné que leur inclusion favorise les possibilités de parvenir à des innovations. Les observations empiriques permettent de mieux comprendre l'innovation dans les projets et indiquent les pratiques à éviter. Nous laissons entendre que lorsqu'elle est correctement gérée, l'inclusion des parties prenantes a une influence sur l'innovation dans les projets du secteur public.

The delivery of public services in collaborative agency networks has given rise to an increasing use of projects in administering policy and service delivery. Projects are assumed to provide mechanisms by which flexibility can be achieved and innovative solutions produced. The aim of the article is to advance the understanding of collaboration between stakeholders and its effect on innovation. It analyses stakeholders' influence on the creation of project innovations in 275 European Union-funded projects by using content analyses and logistic regression analyses. The results show that projects can act as hubs where valuable information is produced but that few projects produce innovations. Project stakeholder network, knowledge dissemination and project influence, as well as sources of advice, play a role in predicting project innovations. The article concludes that the overly optimistic view of collaboration as a remedy for a lack of innovation in the public sector can be questioned. Points for practitioners The results of the article help practitioners to compose public sector development projects that foster innovation. The results suggest that it pays to include representatives of research and education facilities among project staff as their inclusion predicts the possibilities of achieving innovations. The empirical findings provide insight into project innovation and indicate which practices to avoid. It is suggested that when managed correctly, stakeholder inclusion has an effect on public sector project innovation. ; Peer reviewed

The delivery of public services in collaborative agency networks has given rise to an increasing use of projects in administering policy and service delivery. Projects are assumed to provide mechanisms by which flexibility can be achieved and innovative solutions produced. The aim of the article is to advance the understanding of collaboration between stakeholders and its effect on innovation. It analyses stakeholders' influence on the creation of project innovations in 275 European Union-funded projects by using content analyses and logistic regression analyses. The results show that projects can act as hubs where valuable information is produced but that few projects produce innovations. Project stakeholder network, knowledge dissemination and project influence, as well as sources of advice, play a role in predicting project innovations. The article concludes that the overly optimistic view of collaboration as a remedy for a lack of innovation in the public sector can be questioned.Points for practitionersThe results of the article help practitioners to compose public sector development projects that foster innovation. The results suggest that it pays to include representatives of research and education facilities among project staff as their inclusion predicts the possibilities of achieving innovations. The empirical findings provide insight into project innovation and indicate which practices to avoid. It is suggested that when managed correctly, stakeholder inclusion has an effect on public sector project innovation.

In most western countries, public services have been the target of cur‐backs during the past few years. It is often argued that support for a strong welfare slate has declined. In this article, attitudes towards public services in Finland are examined. Factors affecting the willingness to accept cuts were studied using a structural equation model and correspondence analysis. The analysis revealed that piecemeal deterioration in public services can form a vicious circle. The lower the quality of public services, the more citizens are willing to accept cuts in them. The results also lend some support to the argument that the new middle classes are most willing to see market‐based options implemented in service production.