Strategic Management Tools and Public Sector Management: The challenge of Context Specificity

Duncan Lewis, W H Williams

    Research output: Contribution to journalArticlepeer-review


    This article highlights the applicability and effectiveness of two well established strategic management tools, value chain and stakeholder analyses, in the context of seven public sector strategic consultancy projects. The article provides a strong justification for the use of both models, when used independently, but particularly in conjunction, as powerful strategic analytical frameworks that can significantly encourage and illuminate strategic discourses in public sector organizations.

    The article establishes that strategic tools such as value chain analysis, when applied in the public sector context, require significant adaptation to maximize their contribution to understanding a given situation. This study proposes that the strategic analysis of relationships that build or contribute to concepts of organizational value are of limited importance if the complex web of interdependent relationships themselves are not clearly demonstrated. This work therefore makes a clear case for applying two strategic models, value chain analysis and stakeholder analysis, in an analogous way to demonstrate how strategic understanding in the public sector is enhanced as a result of such symbiosis.
    Original languageEnglish
    Pages (from-to)653-671
    JournalPublic Management Review
    Issue number5
    Publication statusPublished - 1 Jan 2008


    • New public management
    • stakeholder mapping
    • strategic management
    • strategic tools
    • Value Chain analysis


    Dive into the research topics of 'Strategic Management Tools and Public Sector Management: The challenge of Context Specificity'. Together they form a unique fingerprint.

    Cite this