Abstract
1. Aberdeen, D., Thiébaux, S. and Zhang, L. (2004) ‘Decision-theoretic military operations planning’, in International Conference on Automated Planning and Scheduling, pp. 402–412. Available at: https://www.aaai.org/Papers/IC... (Accessed: 1 June 2021). Google Scholar
Highlights
The current strategic context resulting from current budget constraints and rapid technological change poses new challenges for states
Regarding the validation of Hypothesis 3 (H3), we found that military capabilities should allow the Armed Forces to act in accordance with the current principles of the New Public Administration, with a strong correlation being found (0.767), despite the citizens preferring the performance of the Armed Forces for efficiency, while the militaries prefer the execution of missions with quality
To answer the central research problem and the respective research objectives, it was crucial to understand the interorganisational complexity of the public sector, as well as of the Portuguese Armed Forces, and trying to evaluate how this public sub-sector measures its performance
Summary
The current strategic context resulting from current budget constraints and rapid technological change poses new challenges for states These challenges require a rapid response capacity from public and private organisations. The improvement of performance in the public sector is becoming more focussed on the organisational products produced (outputs) and not so much on the resources that come in (inputs), and the results that have an impact on society (outcomes) are increasingly relevant (Epstein and Buhovac, 2009; Dooren, Bouckaert and Halligan, 2015; Webber, 2004). This approach varies from organisation to organisation, as does the best way to adopt and implement this management process (Dooren, 2005)
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