Factors influencing the successful use of vision-based strategy planning by nonprofit human service organizations

Abstract

Using an action research method to study the vision-based strategic planning processes of four nonprofit human service organizations, the author identifies factors that influence the successful initiation of the planning process, the formulation of a vision-based plan, and the use of the plan to guide organizational performance. The author identifies transformational leadership and an organizational commitment to cultural change as important to the mobilization of these success factors and to the subsequent achievement of viable vision-based strategic plans.

Transformational and transactional leadership styles, followers' positive and negative emotions, and performance in German nonprofit orchestras

“…Empirical research concerning transformational and transactional leadership styles in the nonprofit context is similarly limited, often by the fact that it was based on case studies (Steane, 1997) or did not include performance indicators (Egri and Herman, 2000), or both (Moxley, 2004). Systematic quantitative research has been rare.…”

Complexity Science—An Alternative Framework for Understanding Strategic Management in Public Serving Organizations

“…Change comes about when the manager is able to: (1) rationally predict the behavior of organizational members and other environmental actors; (2) determine the appropriate relationship between the organization and its environment; (3) change the ''rules'' that govern organizational behavior; and (4) monitor and enforce the change process. Strategic planning allows organizations to extend ''rationality'' throughout their organization (Moxley 2004). Mintzberg (1979) notes that classic works by Henri Fayol and Luther Gulick describe management's traditional functions as planning, organizing, directing, coordinating, and measuring.…”

“…In dynamic and complex contexts, non-linear models of strategic thinking are called for (Maranville 1999;Moxley 2004). Empirical research on nonprofit, for-profit, and public organizations reports inconsistent relationships between rational planning and organizational performance (Crittenden et al 2004 ) and traditional models of planning are generally falling out of favor in many for-profit organizations (Mintzberg 1994).…”

“…Sometimes ''strategy happens'' far in advance of a plan (Bryson 2004;Maranville 1999;Mintzberg and Waters 1985). In addition, strategic planning models have been criticized because of their emphasis on the desire to produce organizational stability and their inability to be responsive to changing environmental conditions (Moxley 2004). In unpredictable situations, formal plans and the rules that guide their implementation may, in fact, become obstacles to the strategic innovations and improvisations required for survival (Miller 1991).…”

“…However, public-serving organizations are facing increasing pressure to involve diverse stakeholders and partners in the strategic decision making (Chesters 2004). Inclusive planning processes that involve stakeholders with potentially diverse goals make strategy formation an inherently political process (Bryson 2004) that is likely to produce multiple and sometimes ambiguous goals (Stone and Brush 1996;Maranville 1999;Moxley 2004). Finally, because the rational planning model assumes that elite decisions makers are responsible for strategy formation, the rational systems framework is also normatively criticized because it inherently limits decision making authority to those in top positions of authority (Crittenden et al 2004;MacGuire et al 2006).…”