Hostname: page-component-55f67697df-2mk96 Total loading time: 0 Render date: 2025-05-10T00:37:42.230Z Has data issue: false hasContentIssue false
  • English
  • Français

The Future of Strategizing by Public and Nonprofit Organizations

Published online by Cambridge University Press:  07 January 2021

John M. Bryson
John M. Bryson*
Affiliation:
University of Minnesota
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Other
Information
PS: Political Science & Politics , Volume 54 , Issue 1 , January 2021 , pp. 9 - 18
Copyright
© American Political Science Association 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

REFERENCES

Abdallah, Chahrazad, Basque, Joelle, and Rouleau, Linda. 2017. “Designing Strategy as Practice Research.” In Cassell, Catherine, Cunliffe, Ann L., and Grandy, Gina, eds., The SAGE Handbook of Qualitative Business and Management Research Methods. Thousand Oaks, CA: SAGE.Google Scholar
Ackermann, Fran, and Eden, Colin. 2011. Making Strategy. Thousand Oaks, CA: SAGE.Google Scholar
Andrews, Rhys, Boyne, George A., Law, Jennifer, and Walker, Richard M.. 2012. Strategic Management and Public Service Performance. New York, NY: Palgrave Macmillan.Google Scholar
Ansell, Christopher. 2011. Pragmatist Democracy. New York: Oxford University Press.Google Scholar
Ansell, Christopher and Gash, Alison. 2008. “Collaborative Governance in Theory and Practice.” Journal of Public Administration Research and Theory 18 (4): 543–71.Google Scholar
Ansell, Christopher and Gash, Alison. 2017. “Collaborative Platforms as a Governance Strategy.” Journal of Public Administration Research and Theory 28 (1): 16– 32.Google Scholar
Ansell, Christopher, and Miura, Satoshi. 2019. “Can governance platforms be harnessed for governance?” Public Administration 98 (1): 261–276.Google Scholar
Barberg, Bill. 2017. “Implementing population health strategies.” In Bialek, Ron, Beitsch, Leslie M., and Moran, John W., eds., Solving Population Health Problems through Collaboration. New York: Routledge.Google Scholar
Barzelay, Michael. 2019. Public Management as a Design-Oriented Professional Discipline. Northampton, MA: Edward Elgar.Google Scholar
Barzelay, Michael, Andrenacci, L., Seabra, S. N., and Yan, Y.. 2020. “Design-Focused Case Studies on Public Organizations and Campaigns: A New Discursive Practice for Research on Policy Design.” In Peters, B. Guy and Fontaine, Guillaume, eds. Handbook of Research on Policy Design, forthcoming.Google Scholar
Barzelay, Michael and Campbell, Colin. 2003. Preparing for the Future. Washington, DC: Brookings.Google Scholar
Bason, Christian. 2016. Design for Policy. New York: Routledge.Google Scholar
Baumgartner, Frank R. and Jones, Bryan D.. 2009. Agendas and Instability in American Politics, 2nd Edition. Chicago: University of Chicago Press.Google Scholar
Bryson, John M. 2018. Strategic Planning for Public and Nonprofit Organizations, 5th Edition. Hoboken, NJ: John Wiley and Sons.Google Scholar
Bryson, John M., Ackermann, Fran, and Eden, Colin. 2014. Visual strategy. Hoboken, NJ: John Wiley & Sons.Google Scholar
Bryson, John M., Ackermann, Fran, and Eden, Colin. 2016. “Discovering Collaborative Advantage: The Contributions of Goal Categories and Visual Strategy Mapping.” Public Administration Review 76 (6): 912–925.Google Scholar
Bryson, John M., Ackermann, Fran, Eden, Colin, and Finn, Charles. 2004. Visible Thinking. Hoboken, NJ: John Wiley.Google Scholar
Bryson, John M., Barberg, Bill, and Patton, Michael Q.. 2020. “Leading Social Transformation”, invited article under review for a special issue of the Journal of Change Management.Google Scholar
Bryson, John M., Crosby, Barbara C., and Bloomberg, Laura, eds. 2015. Public Value and Public Administration. Washington, DC: Georgetown University Press.Google Scholar
Bryson, John M., Crosby, Barbara C., and Seo, Danbi. 2020. “Strategizing on Behalf of Social Enterprises: The Case of the Metropolitan Economic Development Association and Catalyst.” Public Management Review. Available at: https://doi.org/10.1080/14719037.2020.1798128.Google Scholar
Bryson, John M., Crosby, Barbara C., and Stone, Melissa M.. 2015. “Designing and Implementing Cross-Sector Collaboration: Needed and Challenging.” Public Administration Review 75 (5): 647–663.Google Scholar
Bryson, John M., and George, Bert. 2020a. “Strategic Management in Public Administration.” In Oxford Encyclopedia of Politics. New York: Oxford University Press.Google Scholar
Bryson, John M., and George, Bert. 2020b. “Development of a Strategic Thinking Questionnaire.” Unpublished manuscript.Google Scholar
Cabaj, Mark and Weaver, Liz. 2016. “Collective impact 3.0: An evolving framework for community Change.” Waterloo, Ontario, Canada: Tamarack Institute.Google Scholar
Christens, Brian D., and Inzeo, Paula Tran. 2015. “Widening the views: Situating collective impact among frameworks for community-led change.” Community Develoment 46 (4): 420–435.Google Scholar
Crosby, Barbara C. 2017. Teaching Leadership: An Integrative Approach. New York: Routledge.Google Scholar
Crosby, Barbara C., and Bryson, John M.. 2005. Leadership for the Common Good: Tackling public problems in a shared-power world. San Francisco, CA: Jossey-Bass.Google Scholar
Crosby, Barbara C., and Bryson, John M.. 2018. “Why Leadership of Public Leadership Research Matters: And What to Do about It.” Public Management Review 20 (9): 1265–1286.Google Scholar
Dorst, Kees. 2015. Frame Innovation. Cambridge, MA: MIT Press.Google Scholar
Drath, Wilfred H., McCauley, Cynthia D., Paulus, Charles J., Van Velsor, Ellen, O’Connor, Patricia M.G. and McGuire, John B.. 2008. “Direction, alignment, commitment: Toward a more integrative ontology of leadership.” Leadership Quarterly 19: 635–653 Google Scholar
Emerson, Kirk, and Nabatchi, Tina. 2015. Collaborative Governance Regimes. Washington, DC: Georgetown University Press.Google Scholar
Ferlie, Ewan, and Ongaro, Edoardo. 2015. Strategic Management in Public Sector Organizations. New York: Routledge.Google Scholar
Freedman, Lawrence. 2013. Strategy: A History. New York: Oxford University Press.Google Scholar
Funnell, Sue C., and Rodgers, Patricia J.. 2011. Purposeful Program Theory. San Francisco: Jossey-Bass.Google Scholar
Gaddis, John L. 2018. On Grand Strategy. New York: Penguin.Google Scholar
George, Bert. 2020. “Behavioral Public Strategy.” Behavioral Public Policy. Available at: https://doi.org/10.1017/bpp.2020.30 Google Scholar
George, Bert and Walker, Richard M., and Monster, Joost. 2019. “Does Strategic Planning Improve Organizational Performance? A Meta-Analysis.” Public Administration Review 79 (6): 810–819.Google Scholar
Global Alliance. 2020. Principles and the future of food. Global Alliance for the Future of Food. Available at: https://futureoffood.org/wp-content/uploads/2020/03/Principles-and-the-Future-of-Food-2020-03-10.pdf Google Scholar
Golsorkhi, Damon, Rouleau, Linda, Seidel, David, and Vaara, Eero, eds. 2015. The Cambridge Handbook of Strategy as Practice, 2nd edition. Cambridge, UK: Cambridge University Press.Google Scholar
Hanleybrown, Fay, Kania, John, and Kramer, Mark. 2012. “Channeling change: Making collective impact work.” Stanford Social Innovations Review, 1–8.Google Scholar
Hartley, Jean, Alford, John, Hughes, Owen, and Yates, Sophie. 2015. “Public value and political astuteness in the work of public managers: The art of the possible.” Public Administration 98 (1): 195–211.Google Scholar
Holt, Robin. 2018. Judgment and Strategy. New York: Oxford University Press.Google Scholar
Hooijberg, Robert, Hunt, James G., and Dodge, George E.. 1997. “Leadership Complexity and Development of the Leaderplex Model.” Journal of Management 23 (3): 37–48.Google Scholar
Innes, Judith E. and Booher, David E.. 1999. “Consensus building as Role Playing and Bricolage: Toward a Theory of Collaborative Planning.” Journal of the American Planning Association 65 (1): 412–423 Google Scholar
Janis, Irving. 1989. Crucial Decisions. New York: The Free Press.Google Scholar
Jenkins-Smith, Hank C., Nohrstedt, Daniel, Weible, Christopher M., and Ingold, Karin. 2017. “The advocacy coalition framework: An overview of the research program.” In Weible, Christopher M. and Sabatier, Paul A., eds., Theories of the Policy Process. New York: Routledge. 135–172.Google Scholar
Joy, Leonard. 2011. How Does Societal Transformation Happen? Fitchburg, MA: Quaker Institute for the Future, QuakerBooks.Google Scholar
Jullien, Francois. 1996. A Treatise on Efficacy: Between Western and Chinese Thinking. Honolulu, HI: University of Hawaii Press Google Scholar
Kahneman, Daniel. 2010. Thinking Fast and Slow. New York: Farrar, Straus and Giroux Google Scholar
Kania, John, Hanleybrow, Fay, and Juster, Jennifer Splansky. 2014. Essential mindshifts for collective impact.Google Scholar
Kania, John, and Kramer, Mark. 2011. “Collective impact.” Stanford Social Innovation Review (Winter): 36–41.Google Scholar
Kania, John, and Kramer, Mark. 2013. “Embracing emergence: How collective impact addresses complexity.” Stanford Social Innovation Review, 1–7.Google Scholar
Kingdon, John. 2010. Agendas, Alternatives, and Public Policies, 2nd ed. New York: Longman.Google Scholar
Latour, Bruno. 2005. Reassembling the Social. New York: Oxford University Press.Google Scholar
Lewis, Eugene. 1980. Public Entrepreneurship. Bloomington, IN: Indiana University Press.Google Scholar
Light, Paul C. 2016. “Vision + Action = Faithful Execution.” PS: Political Science and Politics 49 (1): 5–46.Google Scholar
Maccoby, Michael. 2015. Strategic Intelligence. New York: Oxford University Press.Google Scholar
MacMaster, Brad, Archer, Geoff, and Hirth, Robert. 2015. “Bricolage: Making Do with What Is at Hand.” In Baker, Ted and Welter, Friederike, eds., The Routledge Companion to Entrepreneurship. New York: Routledge, 149–164.Google Scholar
Mauer, Rene. 2015. “Thinking Different: Effectual Logic and Behaviour.” In Baker, Ted and Welter, Friederike, eds., The Routledge Companion to Entrepreneurship. New York: Routledge, 116–130.Google Scholar
Maynard-Moody, Steven W. and Musheno, Michael. 2003. Cops, Teachers, Counselors: Stories from the Front Lines of Public Service. Ann Arbor, MI: University of Michigan Press.Google Scholar
Mintzberg, Henry, Ahlstrand, Bruce, and Lampel, Joseph. 2009. Strategy Safari: A guided tour through the wilds of strategic management, 2nd ed. London: Financial Times—Prentice Hall.Google Scholar
Nutt, Paul C. 2002. Why Decisions Fail. San Francisco, CA: Berrett-Koehler.Google Scholar
Nutt, Paul C., and Hogan, Michael F.. 2008. “Downsizing Guidelines Found in a Success Story.” Public Performance & Management Review 32 (1): 103–131.Google Scholar
Patton, Michael Q. 2010. Developmental evaluation. New York: Guildford.Google Scholar
Patton, Michael Q. 2017. Principles-focused evaluation. New York: Guilford Press Google Scholar
Patton, Michael Q. 2020. Blue marble evaluation. New York: Guilford Press.Google Scholar
Quick, Kathryn S. 2015. “Locating and building collective leadership and impact.” Leadership 13 (4): 445–4.Google Scholar
Reforming the Social Justice System. 2020. Reimagining the Family Justice System: Integrating Brain Story Science in Alberta. Available at: https://rfjslab.files.wordpress.com/2020/05/case-study-on-rfjs-jan-2020.pdf Google Scholar
Richardson, George P. 2020. “Can systems thinking be an antidote to extensive evil.” Systems Research and Behavioral Science 37 (4): 1–12.Google Scholar
Roberts, Alasdair. 2019. Strategies for Governing. Ithaca, NY: Cornell University Press.Google Scholar
Scharmer, C. Otto. 2018. The essentials of Theory U: Core principles and applications. San Francisco: Berrett-Koehler.Google Scholar
Schatzki, Theodore R., Cetina, Karin Knorr, and von Savigny, Eike. 2001. The Practice Turn in Contemporary Theory. New York: Routledge.Google Scholar
Senge, Peter M. 2006. The fifth discipline: The art of practice of the learning organization. New York: Doubleday.Google Scholar
Senge, Peter M., Hamilton, Hal, and Kania, John. 2015. “The dawn of system leadership.” Stanford Social Innovation Review (Winter): 27–33.Google Scholar
Sapolsky, Robert. 2017. Behave. New York: Penguin Press.Google Scholar
Simon, Herbert A. 1996. Sciences of the Artificial, 3rd ed. Cambridge, MA: MIT Press.Google Scholar
Storberg-Walker, Julia, and Haber-Curran, Paige. 2017. Theorizing Women and Leadership: New Insights and Contributions from Multiple Perspectives. Charlotte, NC: Information Age.Google Scholar
Stroh, David Peter. 2015. Systems thinking for social change. White River Junction, VT: Chelsea Green Press.Google Scholar
Thaler, Richard H., and Sunstein, Cass R.. 2008. Nudge. New York: Penguin.Google Scholar
‘t Hart, Paul and Tummers, Lars. 2019. Understanding Leadership. New York: Springer Nature.Google Scholar
Torfing, Jacob, Andersen, Lotte B., Greve, Carsten, and Klausen, Kurt K.. 2020. Public Governance Paradigms. Northampton, MA: Edward Elgar.Google Scholar
Van Tulder, R., and Keen, Nienke. 2018. “Capturing collaborative challenges: Designing complexity-sensitive theories of change for cross-sector partnerships.” Journal of Business Ethics (150): 315–331.Google Scholar
Whittington, Richard. 1996. “Strategy as Practice.” Long Range Planning 29 (5): 731–735.Google Scholar
Whittington, Richard, Regnér, Patrick, Angwin, Duncan, Johnson, Gerry, and Scholes, Kevan. 2019. Exploring Strategy, 12th Edition. London: Pearson Education Google Scholar
Wolff, Tom, Minkler, Meredith, Wolfe, Susan M., Berkowitz, Bill, Bowen, Linda, Butterfoss, Frances D., Christens, Brian D., Francisco, Vincent T., Himmelman, Arthur T., and Lee, Kien S.. 2016. “Collaborating beyond equity and justice: Moving beyond collective impact.” The Nonprofit Quarterly (Winter): 42–53.Google Scholar
Yin, Robert K. 2013. Case study research: Design and methods. Thousand Oaks, CA: Sage.Google Scholar