This book examines why strategy matters in public and nonprofit organizations, as well as in private firms with the potential to create (or destroy) public value. Combining a solid conceptual basis in strategy, it focuses on understanding the drivers of superior performance and public value creation and appropriation by a myriad of stakeholders. Readers will gain insights into the core strategic conditions that can make sense in the public and nonprofit sectors as well as in cross-sector collaborations. This book will contribute to existing conversations on the importance of strategic thinking in policy debates and broader social issues.