03369nam a22004455i 4500001001800000003000900018005001700027007001500044008004100059020001800100024003500118050001700153072001700170072002300187072001600210100007700226245012200303250001800425264008500443300006400528336002600592337002600618338003600644347002400680505058800704520122501292650002902517650002402546650001602570650001602586650005302602650003802655650001602693710003402709773002602743776003602769776003602805776003602841856004602877978-3-031-64969-1DE-He21320251030112916.0cr nn 008mamaa240828s2024    sz |    s    |||| 0|eng d  a97830316496917 a10.1007/978-3-031-64969-12doi 4aHD2769.15-.2 7aKJVX2bicssc 7aBUS0740002bisacsh 7aKJVX2thema1 aCabral, Sandro.eauthor.4aut4http://id.loc.gov/vocabulary/relators/aut10aStrategy for Public and Nonprofit Organizationsh[electronic resource] :bAn Applied Perspective /cby Sandro Cabral.  a1st ed. 2024. 1aCham :bSpringer International Publishing :bImprint: Palgrave Macmillan,c2024.  aXXI, 325 p. 17 illus., 3 illus. in color.bonline resource.  atextbtxt2rdacontent  acomputerbc2rdamedia  aonline resourcebcr2rdacarrier  atext filebPDF2rda0 aChapter 1 Introduction -- Chapter 2 Why does strategy matter for public and nonprofit organizations -- Chapter 3 Public Value Creation -- Chapter 4 Incentives in public and nonprofit organizations- Chapter 5 Performance Management in Public and Nonprofit Organizations -- Chapter 6 Centralization versus Decentralization in public and nonprofit organizations -- Chapter 7 Strategy Implementation -- Chapter 8 Stakeholder Management in the public interest -- Chapter 9 On the government boundaries -- Chapter 10 Cross-sector and public-public collaborations -- Chapter 11 Conclusions.  aThis book examines why strategy matters in public and nonprofit organizations, as well as in private firms with the potential to create (or destroy) public value. Combining a solid conceptual basis in strategy, it focuses on understanding the drivers of superior performance and public value creation and appropriation by a myriad of stakeholders. Readers will gain insights into the core strategic conditions that can make sense in the public and nonprofit sectors as well as in cross-sector collaborations. This book will contribute to existing conversations on the importance of strategic thinking in policy debates and broader social issues. Sandro Cabral is a Professor of Strategy and Public Management at Insper, Brazil. He is also affiliated with the Federal University of Bahia, Brazil. His research investigates the impact of strategic actions on economic and social performance, as well as on value creation and appropriation. He has held visiting positions at New York University and HEC-Paris. His work has been published in leading journals such as the Strategic Management Journal, Organization Science, Journal of Public Administration Research and Theory, and Public Administration Review, among others. 0aNonprofit organizations. 0aStrategic planning. 0aLeadership. 0aManagement.14aNon-Profit Organizations and Public Enterprises.24aBusiness Strategy and Leadership.24aManagement.2 aSpringerLink (Online service)0 tSpringer Nature eBook08iPrinted edition:z978303164968408iPrinted edition:z978303164970708iPrinted edition:z978303164971440uhttps://doi.org/10.1007/978-3-031-64969-1