Challenging Strategic Planning Assumptions -- Theory, Cases and Techniques

Newton, Keith; Mason, Richard O.; Mitroff, Ian I.

doi:10.2307/2581649

Cited by 80 publications

(21 citation statements)

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“…For example, one might argue that the causal claim applies only in certain contexts or under specific conditions rather than describing a generally warranted relationship (see Figure 1). Beyond such a more qualified assertion, we posit that rebuttals, as part of any ongoing reasoning about causal relationships, can also challenge a causal claim in its entirety (Mason and Mitroff, 1981, p. 216) when these ‘deny the data, warrants, backings, or … present counterclaims’ about causal relationships. It is in this way, by using rebuttals, that claims about causal relationships can be compared and, based on the strength of the argument, weighed against each other.…”

Section: Theoretical Reasoning and Causal Triangulationmentioning

confidence: 99%

Towards Stronger Causal Claims in Management Research: Causal Triangulation Instead of Causal Identification

Cornelissen

Kaandorp

2022

J Management Studies

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This article addresses widespread concerns about the reliability and strength of many causal claims made in management research. We first critically review the three prevalent forms of theorizing used to identify causal relationships in this field, i.e., propositional, configurational, and process approaches to causation. Highlighting the strengths and limitations of these approaches, we show that while no single approach is sufficient by itself as the basis for robust causal claims, researchers can nonetheless enhance and strengthen claims significantly by combining approaches and thus subjecting them to multiple criteria for drawing robust inferences. We emphasize the risks of continuing with narrow monolithic approaches, using examples of weak claims to show how these could have been strengthened (or abandoned) if the researchers had followed our proposed model of causal triangulation. Finally, we elucidate the practical benefits for management researchers and stakeholders in society of adopting this theoretically pluralistic approach to causation.

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Section: Theoretical Reasoning and Causal Triangulationmentioning

confidence: 99%

Towards Stronger Causal Claims in Management Research: Causal Triangulation Instead of Causal Identification

Cornelissen

Kaandorp

2022

J Management Studies

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“…Inquiring systems design (Churchman, 1971) Second order cybernetics (Bateson, 1972) Soft systems methodology (Checkland, 1972) Strategic assumption surfacing and testing (Mason & Mitroff, 1981) Interactive management (Ackoff, 1981) Cognitive mapping for strategic options development and analysis (Eden, 1988) Third wave of systems thinking (soft)…”

Section: Waves Of Systems Thinkingmentioning

confidence: 99%

Towards a sustainable integrated management approach to uncertainty surrounding COVID‐19

et al. 2023

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Traditional approaches to system management are not suited to highly uncertain conditions. Hard system approaches with a top‐down management approach are often used to manage well‐defined systems that are not easily able to cope with uncertainty. Soft system approaches of the with bottom‐up or participative style may cause a lack of conformance to industry standards. Few studies have investigated these approaches within the context of COVID‐19 pandemic. Therefore, this paper aims to use the philosophy of Total Systems Intervention to investigate the applicability of an integrated management approach to cope with the uncertainty of COVID‐19. Three different countries from Europe, Oceania and Asia are selected as typical case studies to clarify the strengths and weaknesses of differing management approaches. The case studies demonstrate that using an integrated management approach can potentially assist decision‐makers to deal with crises and conclusively reveal the superiority of the integrated approach, independent of cultural milieu.

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“…O planejamento regional moderno, portanto, é situacional, isto é, ele deve estar focado na situação socioeconômica e político-institucional do território onde se pretenda interferir para melhorar as condições de vida dos atores sociais inseridos na problemática a ser planejada. Embora seja influenciado pelo trabalho de outros autores como Ackoff (1974) e Mason & Mitroff (1981), o planejamento regional moderno tem em Carlos Matus seu grande mentor intelectual e maior entusiasta. Ministro de Planejamento do Presidente Allende, no Chile, Matus, a partir da queda desse governo, passou a se dedicar à compreensão do por que a pobreza e as condições de vida nos países da América Latina não haviam melhorado após governos ditos progressistas, embasados nas teorias da CEPAL, da qual também foi filiado.…”

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Planejamento regional com foco em arranjos produtivos locais: a experiência do Estado do Pará (Paper 293)

Silva¹

2012

PAPERSNAEA

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O artigo analisa a experiência recente de planejamento regional no estado do Pará, onde buscou-se construir a articulação entre planejamento regional, política de ciência e tecnologia e cooperação entre atores sociais na construção e gestão compartilhada do desenvolvimento regional e local em território paraense. A iniciativa foi resultante das ações do Projeto Estruturante do Sistema de Ciência e Tecnologia do Estado do Pará, financiado pela FINEP, implementado de janeiro de 2006 a dezembro de 2010. Esse projeto delineou diversos pólos de inovação como estratégia para fomentar o desenvolvimento sustentável regional, institucionalizando mecanismos de governança e promovendo a capacitação de atores sociais vinculados aos setores produtivos considerados estratégicos em cada uma das vinte e duas microrregiões do Pará. A estruturação consistente desses setores poderá transformá-los em arranjos produtivos que contribuam para o crescimento quantitativo e qualitativo da produção regional, com a consequente geração de novos empregos, a diminuição das desigualdades regionais internas e a melhoria das condições de vida na Região.Palavras-Chave: Planejamento regional. Arranjos produtivos locais. Governança.

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Challenging Strategic Planning Assumptions -- Theory, Cases and Techniques

Cited by 80 publications

References 0 publications

Towards Stronger Causal Claims in Management Research: Causal Triangulation Instead of Causal Identification

Towards Stronger Causal Claims in Management Research: Causal Triangulation Instead of Causal Identification

Towards a sustainable integrated management approach to uncertainty surrounding COVID‐19

Planejamento regional com foco em arranjos produtivos locais: a experiência do Estado do Pará (Paper 293)

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