Strategic Planning and Institutional Collective Action in Italian Cities

Percoco, Marco

doi:10.1080/14719037.2014.969758

Cited by 16 publications

(23 citation statements)

References 23 publications

(26 reference statements)

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“…Interlocal contracts tend to be characterized as a marketbased approach by New Public Management type of reforms, as evidence by the preference for this instrument of cooperation by the conservative/liberal party in Norway (Gjertsen 2014). Both interlocal contracts and associations of municipalities have been linked to contexts where social capital is more abundant and intermunicipal cooperation more institutionalized and persistent, including The Netherlands (Hulst and Van Monfort 2007b), France (Hertzog 2010;Hulst and Van Monfort 2007b), Norway (Jacobsen 2015), and Italy (Percoco 2016).…”

Section: Illustrating the Ica Framework With Regional Governance Exammentioning

confidence: 99%

Applying an Institutional Collective Action Framework to Investigate Intermunicipal Cooperation in Europe

Tavares

Feiock

2017

Perspectives on Public Management and Governance

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Over the last few decades, European countries have dealt with problems of regional governance in very different ways. A common theme is the debate between supporters of local government mergers to expand the capacity and efficiency in service provision and those favoring local government autonomy and self-determination to protect democracy and government responsiveness. The significant number of scholarly contributions to this debate between mergers and fragmentation contrasts with the scarcity of theoretical attention to decentralized self-organizing mechanisms. This article fills this lacuna by developing an extension of the Institutional Collective Action (ICA) framework for the European context. The framework defines two dimensions to understand intermunicipal cooperation: the type of urban integration mechanism (imposed authority, delegated authority, contracts, or social embeddedness) and the degree of institutional scope (narrow, intermediate or complex). The resulting typology composed by 12 cells is illustrated with examples of intermunicipal cooperation for solving governance dilemmas in the European setting. We advance theoretical propositions rooted in historical, cultural, and institutional differences to explain the variation in the adoption of intermunicipal cooperation by Northern versus Southern as well as Eastern versus Western European countries. A research agenda using the ICA framework is advanced for framing the studies of regional governance in Europe.

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Section: Illustrating the Ica Framework With Regional Governance Exammentioning

confidence: 99%

Applying an Institutional Collective Action Framework to Investigate Intermunicipal Cooperation in Europe

Tavares

Feiock

2017

Perspectives on Public Management and Governance

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“…GPRA and GPRMA were congressional mandates premised on the belief that strategic planning would lead to better agency performance. Other reasons include faddishness or simple mimicry (Pfeffer and Sutton 2006), the pressure of professional norms (DiMaggio and Powell 1983;Tama 2015), prior relationships and experience with potential strategic planning participants (Percoco 2016), as well as more political reasons. These political motivations can include a desire to strengthen the control of political leaders over an organization's units and personnel or to enhance an organization's external legitimacy or support (Tama, this issue).…”

mentioning

confidence: 99%

Getting strategic about strategic planning research

Bryson¹,

Edwards

Slyke

2017

Public Management Review

180

134

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This introduction to the special issue on strategic planning has four main parts. First comes a discussion of what makes public-sector strategic planning strategic. This discussion is meant to reduce confusion about what strategic planning is and is not. Next, we introduce in detail the five articles in the special issue and note their unique contributions to strategic planning research. Third, we provide a broad assessment of the current state of strategic planning research organized in terms of prominent themes in the literature and our assessment of how the articles address voids related to the themes. The themes are: how should strategic planning be conceptualized and defined? How should it be studied? How does strategic planning work, or not? What are the outcomes of strategic planning? What contributes to strategic planning success? Finally, we offer conclusions and an agenda for future research.

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“…By so doing, HEIs in developing countries could build on their strengths, take advantage of the opportunities available to them, work on the weaknesses and eliminate or minimise the effects of the threats. Strategic planning could minimise risks as it provides information to assess risk and devise strategies to minimise them and pursue results-oriented opportunities (Johnson & Scholes, 1999;Karr & Kelley, 1996;Percoco, 2016). With strategic planning, chances of making needless mistakes and choosing wrong lines of action could be reduced although they may not be completely avoided or overcome.…”

Section: The Need For Strategic Planning In Heismentioning

confidence: 99%

Improving Quality Management in Higher Education Institutions in Developing Countries through Strategic Planning

Mensah¹

2020

Asian Journal of Contemporary Education

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The objective of the paper was to provide an overview of strategic planning and how a Strategic Plan (SP) can be developed and implemented effectively in Higher Education Institution (HEIs) in developing countries for continuous quality improvement. Related literature was reviewed and analysed using the narrative synthesis approach. It was established from the review that a SP serves as a framework for determining the quality path a HEI should chart to achieve its desired future. Advantages of strategic planning include; providing opportunity for relevant constituencies to participate in institutional governance, synchronising plans towards achieving institutional goals; prioritising for efficient allocation of resources, and engaging stakeholders for collective ownership of institutional agenda. SPs are developed based on internal and external environmental scan for institutional strengths, weaknesses, opportunities, and threats; and aligned with institutional mission, vision, values, and goals. Issues for consideration in strategic planning may include academic (teaching, research, and extension) matters, institutional governance, finance, infrastructure, Information and Communication Technology, human resource, institutional advancement and internationalisation. Challenges in planning and implementation of SPs in HEIs in developing countries include resource constraints, inadequate expertise and commitment, as well as resistance to change. For effective implementation of a SP, there should be an implementation plan that details who should do what at what time and with which resources. Successful strategic planning and implementation of the Plan depend on commitment of and collaboration among qualified planners, implementers, monitors, evaluators and other relevant stakeholders. Contribution/ Originality:The objective of the paper was to provide an overview of strategic planning and how a Strategic Plan (SP) can be developed and implemented effectively in Higher Education Institution (HEIs) in developing countries for continuous quality improvement. INTRODUCTIONContinuous improvement is an important principle in managing quality in higher education as it empowers the institutions to be competitive in the global market. Higher Education Institutions (HEI) need to make strategic decisions in their management systems and allocate scarce resources efficiently (Benjamin & Carroll, 1998) for best institutional quality outcomes in order to have a competitive edge in the global market. For the HEIs to be able to achieve the desired level of quality that will make them competitive, they need to strategise to orientate their services towards the changing needs of their customers, clients, stakeholders or constituencies. One of the best

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Strategic Planning and Institutional Collective Action in Italian Cities

Cited by 16 publications

References 23 publications

Applying an Institutional Collective Action Framework to Investigate Intermunicipal Cooperation in Europe

Applying an Institutional Collective Action Framework to Investigate Intermunicipal Cooperation in Europe

Getting strategic about strategic planning research

Improving Quality Management in Higher Education Institutions in Developing Countries through Strategic Planning

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