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?The idea that public organizations perform better if they adopt the "right" strategy prevails in public administration theory, junior literature, political debates, government reforms, and popular culture. Different stakeholders and lobbyists, depending on their ideological stance and political priorities, urge public organizations to pursue different strategies: to be more innovative, "stick to knitting" and focus on efficiency, or interact more directly to external demands imposed on them by government agencies.Is there one "one better way" to organizational success, which precedes a certain path to strategy development, adopting a specific strategy and a superior approach to strategy implementation? In fact, is it desirable to have specific and clear strategic positions and processes at all, or is it more productive to "leave chaos rule" and have unpredictable strategic ambiguity and formulation and implementation processes?
The idea that public organizations perform better if they adopt the “right” strategy prevails in public administration theory, junior literature, political debates, government reforms, and popular culture. Different stakeholders and lobbyists, depending on their ideological stance and political priorities, urge public organizations to pursue different strategies: to be more innovative, “stick to knitting” and focus on efficiency, or interact more directly to external demands imposed on them by government agencies. Similarly, general managers are sometimes pressured to rationally develop and implement strategies and follow processes that rely on planning and data, while at other times they are asked to be more flexible and intuitive, pay less attention to technical procedures and more attention to regulatory policy. Are any of these strategic positions and strategic operations better than others? Is there one “one better way” to organizational success, which precedes a certain path to strategy development, adopting a specific strategy and a superior approach to strategy implementation? In fact, is it desirable to have specific and clear strategic positions and processes at all, or is it more productive to “leave chaos rule” and have unpredictable strategic ambiguity and formulation and implementation processes? In this book, we sought to provide the first comprehensive answers to these questions in the public sector by exploring the underlying theories about strategic management developed in research related to private organizations, developed and applied to a range of public organizations. In addition, we went beyond the simple concept of “one best strategy” by examining whether the concept of “strategic fit” is relevant to the public sector. This concept means that high performance is not universally followed by adoption
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