Abstract
THE EMPHASIS and importance of strategy in any organisation is evident from the numerous articles on the subject in the business management literature (Johnson and Scholes 1999, Wright et al 1998). Less has been written, however, about public sector strategy. Despite the attention paid to private and profit making businesses, strategy can also be seen as indispensable component of public service organisations (Joyce 1999). According to Worrall et al (1998), public sector organisations – the NHS is an ideal example – are complex and are required to be ‘more strategic’, especially as resources become tighter and politicians increasingly insistent that their priorities are met. To evaluate the value of strategy to the NHS, it is worth examining what constitutes strategy.
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