Strategy content and public service organizations

Existing classifications of organizational strategy have limited relevance to public agencies. They confuse strategy processes and strategy content, consist of simplistic taxonomies, and do not take sufficient account of the constraints faced by public organizations. In this article we attempt to remedy these problems by developing a strategy content matrix that comprises two dimensions: strategic stance (the extent to which an organization is a prospector, defender, or reactor) and strategic actions (the relative emphasis on changes in markets, services, revenues, external relationships, and internal characteristics). This matrix is used to generate hypotheses on the strategies that are likely to be pursued by public organizations.