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 conditions under which conditions core strategic can make sense in the public and nonprofit sectors, and in cross-sector collaborations. This book will contribute to existing conversations on the importance of strategic thinking in policy debates and broader social issues.