TY - CHAP
T1 - Developing strategy to create a public value chain
AU - Dumay, John
PY - 2014
Y1 - 2014
N2 - Purpose – This article presents a hands-on example of how the Sydney Conservatorium of Music developed a new strategy to create public value in the lead up to its centenary celebrations in 2015. Design/methodology/approach – Traditional research methods, such as semi-structured interviews (Qu & Dumay, 2011), alongside a strategic workshop incorporating a group discussion method called ‘The future, backwards’ are utilized to canvass the knowledge and divergent diverse views of employees, who would be impacted by the strategy, and to identify both the congruence and divergence of their views in order to help shape the value the strategic plan creates. The theoretical underpinning of the process is based on narrative (Weick & Browning, 1986) and the micro-sociological theory (Westley, 1990). Findings – The process used here offers an insight into how strategic management can be developed in a public sector organization to help visualize its public value. Implications – The process fills a gap in the academic literature and provides information for strategic practice by developing insights into how strategic management can be successfully employed in a public sector organization. Originality/value – The process provides an example of a public sector based ‘value chain’ demonstrating how a public sector organization developed and articulated a public value creating strategy.
AB - Purpose – This article presents a hands-on example of how the Sydney Conservatorium of Music developed a new strategy to create public value in the lead up to its centenary celebrations in 2015. Design/methodology/approach – Traditional research methods, such as semi-structured interviews (Qu & Dumay, 2011), alongside a strategic workshop incorporating a group discussion method called ‘The future, backwards’ are utilized to canvass the knowledge and divergent diverse views of employees, who would be impacted by the strategy, and to identify both the congruence and divergence of their views in order to help shape the value the strategic plan creates. The theoretical underpinning of the process is based on narrative (Weick & Browning, 1986) and the micro-sociological theory (Westley, 1990). Findings – The process used here offers an insight into how strategic management can be developed in a public sector organization to help visualize its public value. Implications – The process fills a gap in the academic literature and provides information for strategic practice by developing insights into how strategic management can be successfully employed in a public sector organization. Originality/value – The process provides an example of a public sector based ‘value chain’ demonstrating how a public sector organization developed and articulated a public value creating strategy.
UR - http://www.scopus.com/inward/record.url?scp=84967157658&partnerID=8YFLogxK
U2 - 10.1108/S2051-663020140000003003
DO - 10.1108/S2051-663020140000003003
M3 - Chapter
AN - SCOPUS:84967157658
SN - 9781784410117
T3 - Studies in Public and Non-Profit Governance
SP - 65
EP - 83
BT - Public Value Management, Measurement and Reporting
A2 - Guthrie, James
A2 - Marcon, Giuseppe
A2 - Russo, Salvatore
A2 - Farneti, Federica
PB - Emerald Group Publishing
CY - Bingley, UK
ER -