Strategic Management Research in the Public Sector: A Review, Synthesis, and Future Directions

Poister, Theodore H.; Pitts, David W.; Edwards, Lauren Hamilton

doi:10.1177/0275074010370617

Cited by 146 publications

(135 citation statements)

References 54 publications

(133 reference statements)

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“…Andrews, Boyne, Law, & Walker, 2009a;Jung & Lee, 2013), while empirical studies focusing on the output of rational planning practices (e.g. strategic-decision quality) are, to our knowledge, lacking (Bryson, Crosby, & Bryson, 2009;Poister et al, 2010). Third, research on rational planning practices in public organizations has typically not included variables that measure the behavior of decision-makers within strategic decision-making processes (Bryson et al, 2009;George & Desmidt, 2014).…”

Section: Introductionmentioning

confidence: 99%

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision-making and (b) decision-makers contribute to strategic-decision quality by exchanging information during decision-making. These assumptions are tested upon fifty-five Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement and performance management. Information exchange by decision-makers during decision-making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning and performance management contribute to strategic-decision quality while performance measurement does not. KeywordsRational planning, decision-making, strategic planning, performance measurement, performance management, procedural justice 2 IntroductionIn the slipstream of new public management, rational planning has conquered the public sector by storm (Boyne, 2001;Bryson, 2010). Rational planning is a theoretical framework of strategic management that centers on a rational approach to strategy formulation through strategic planning and strategy implementation through performance measurement and performance management (Andrews, Boyne, Law, & Walker, 2009b;Poister, Pitts, & Edwards, 2010). Rational planning has been the subject of several legislative provisions worldwide such as Best Value in the UK and the Government Performance and Results Act in the US (Bovaird, 2008; Boyne, GouldWilliams, Law, & Walker, 2004;Poister & Streib, 2005). Key to rational planning's popularity is the assumption that it contributes to strategic-decision quality in the public sector by offering a counterweight to political or intuitive decision-making (Boyne, 2001;Walker, Andrews, Boyne, Meier, & O'Toole, 2010). From an information processing perspective, this assumption is, at least theoretically, valid (Elbanna, 2006;Rogers, Miller, & Judge, 1999). Rational planning practices can inject information into decision-making processes by offering, for instance, focus on strategic goals, insights into the organizational environment, and insights into performance information (e.g. Boyne et al., 2004;Poister, 2005;Taylor, 2011).Although these theoretical arguments prompt the assumption that rational planning practices can be viewed as significant predictors of strategic-decision quality in public organizations, the validity of this assumption is debated. First, while several scholars have provided arguments for the effectiveness of rational planning practices in public organizations 2010). Second, the, albeit limited, empirical evidence on rational planning's effectiveness in public organizations has, so far, centered on performance-related outcomes (e.g. Andrews, Boyne, Law, & Walker, 2009a;Jung & Lee, 2013), while empirical studies focusing ...

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Section: Introductionmentioning

confidence: 99%

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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“…The analysis also revealed less common, but notably innovative, ideas about what it means to be excellent in regulation. We also observed patterns in how plans were developed and framed, with potential implications for a growing literature providing guidance on how to construct and deploy these plans (see, e.g., Poister, Pitts, & Edwards 2010;Cohen, Kamieniecki, & Cahn 2005). Our analysis of strategic plans provides a unique window into how agencies conceive of excellence and how they use strategic planning to express those conceptions.…”

Section: Discussionmentioning

confidence: 73%

Planning for Excellence: Insights from an International Review of Regulators' Strategic Plans

2015

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“…Historically, authors and researchers have published researches on strategic planning (Poister et al, 2010) and developed the concept for the first time and was used in business-related firms to maximize interest (Piorun, 2011).…”

Section: Strategic Planningmentioning

confidence: 99%

Strategic Scenario as a Success Key for Academic Organizations

Mohammed¹,

Abbas²,

Dhair³

2018

Int.J.Curr.Res.Aca.Rev.

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Article InfoThis study seeks to understand the impact of the strategic scenario and its factors in achieving organizational success. The question of this study is "what are the impact of strategic scenario on organizational success", to answer this question the study used the analytical method according to structural modeling. The analytical results showed that the adoption of the strategic scenario based on scientific methodology contributes significantly to organizational success

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Strategic Management Research in the Public Sector: A Review, Synthesis, and Future Directions

Cited by 146 publications

References 54 publications

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Planning for Excellence: Insights from an International Review of Regulators' Strategic Plans

Strategic Scenario as a Success Key for Academic Organizations

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