Organizing and institutionalizing local sustainability : a design approach / Aaron Deslatte, Indiana University Bloomington.

By:

Deslatte, Aaron [author.]

Material type: Text

TextSeries: Cambridge elements. Elements in public and nonprofit administration,Publisher: Cambridge : Cambridge University Press, 2022Description: 1 online resource (86 pages) : digital, PDF file(s)Content type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9781009105804 (ebook)

Subject(s):

Additional physical formats: Print version: : No titleDDC classification:

320.809772 23/eng/20221107

LOC classification:

JS451.I63 D47 2022

Online resources:

Click here to access online

Contents:

Introduction : Design processes in local sustainability -- Strategy assemblage : Designing conceptual futures in South Bend -- Recovery and realignment : Organizational capabilities and their codification in Bloomington -- Reverse-engineering performance : Outcome identification in Indianapolis -- Institutionalizing design processes : Challenges and future directions for managing city sustainability.

Summary: This Element explores the role of public managers as designers. Drawing from systems-thinking and strategic management, a process-tracing methodology is used to examine three design processes whereby public managers develop strategies for adapting to climate change, build the requisite capabilities and evaluate outcomes. Across three cases, the findings highlight the role of managers as 'design- oriented' integration agents and point to areas where additional inquiry is warranted. This title is also available as Open Access on Cambridge Core.

List(s) this item appears in: e-Book / ebook

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This Element explores the role of public managers as designers. Drawing from systems-thinking and strategic management, a process-tracing methodology is used to examine three design processes whereby public managers develop strategies for adapting to climate change, build the requisite capabilities and evaluate outcomes. Across three cases, the findings highlight the role of managers as 'design- oriented' integration agents and point to areas where additional inquiry is warranted. This title is also available as Open Access on Cambridge Core.

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