Strategic planning and Habermasian informed discourse: reality or rhetoric

The role of context in the transformation of planned strategy into implemented strategy

“…Central to the debate is the question of how strategy can most effectively be formulated, a topic that has been contested since the 1970s (Andrews, 1971;Ansoff, 1991;Mintzberg, 1977;Mintzberg & Waters, 1985). While much has been written about the deliberate and emergent schools of strategy formation, strategy researchers have not yet reached agreement on their relative merits (Boyd, 1991;Brews & Hunt, 1999;Greenley, 1994;Holloway, 2004;Miller & Cardinal, 1994;Schaffer & Willauer, 2003). As a means of providing empirical support to one side of the debate or the other, several dozen studies (e.g., Andrews et al, 2009;Falshaw, Glaister, & Tatoglu, 2006;Hopkins & Hopkins, 1997;Slater, Olson, & Hult, 2006;Thune & House, 1970) have tried to quantify the proposed link between strategic planning and organizational performance with mixed results.…”

Retórica y contabilidad: de la crítica retórica a la retórica crítica

“…En tanto otro con un interés similar propone procesos de rendición de cuenta en las ONGD que puedan contribuir sustancialmente a la realización de los elementos clave del enfoque basado en los derechos al desarrollo (O'Dwyer, 2010). Con la misma idea de mostrar la distancia entre retórica y realidad, Holloway (2004) trata un caso de planificación estratégica emergente en la Unversidad de Murdoch, en Australia, durante 2001; enfoque que, aunque se propone como alternativo, participativo y orientado a la discusión con el fin de minimizar las asimetrías, en su aplicación se observa que es un acto retórico sin correlato con la realidad.…”

Sustainability Indicators: Providing Policy Indications or Just Adding Informative Chaos?

“…Instead of simply "controlling" development, the emphasis is now shifting onto organizational learning potentials promoting innovation and creativity in administration. Participation has been one of the key elements of strategic management because it elevates the stakeholders from their usual role of reacting to problems to a more proactive role of preventing potential conflicts (Hax and Majluft 1996;Entrekin and Court 2001;Holloway 2004;Plowman 2005). This happened also in the MAF process for strategic planning.…”