STRATEGY IN LOCAL-GOVERNMENT

One aspect of the study of local government organization is the role o f consultants and the models they have introduced in order to help the local government reorganize. One of these models is ''strategy'', and this article sets out to consider the implication for these organizat ions if ''the logic of strategy'' were to be implemented. A common den ominator of all the local governments studied is that ''strategy'' doe s not function, and the question is why this is so. Two distinctly dif ferent explanations can be considered. One states that ''strategy'' is difficult and that the politicians and administrators will need time to adjust to new ways of working. The other explanation, which is appl ied here, focuses on whether local government as an institution can be reconciled with the demands and premises inherent in ''strategic thin king''. My conclusions are negative. ''Strategy'' is a model from the private sector and more specifically from the competitive sector of so ciety and it is not appropriate for wider use. In this article the arg uments are restricted to local government, and do not necessarily appl y to other types of public organization.