01592pab a2200169 454500008004000000100002300040245004200063260000900105300001400114520110500128650002601233773002601259908000601285909001001291999001701301952010401318180718b2009   xxu||||| |||| 00| 0 eng d  aJohanson, Jan-Erik  aStrategy formation in public agencies  c2009  ap.872-91.  aThe 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 stratgegic 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. - Reproduced.  aPublic administration  aPublic Administration  aN  a85416  c85416d85416  00104070aIIPAbIIPAd2018-07-19hVolume no: 87, Issue no: 4pAR85876r2018-07-19w2018-07-19yAR