Decision making and Strategy
Strategic planning (SP)
Popular managerial approach
Elements
Organization's mandate, mission, and values
Organization's internal and external environment
Identification of strategic issues
Positive organizational performance (OP)
Harvard policy model
Synoptic planning theory
Goal-setting theory
New Public Management (NPM)
Notes
Formulating and reporting on goals
Have different forms before NPM
Critics
Mintzberg (1994)
SP does not necessarily contribute to strategic thinking
Martin (2014)
Big lie of SP
Relationship between SP and OP
Meta-analysis design
Difference between public and private Organizations
Difference between the context and research designs
Organizational performance
Efficiency and effectiveness
Democratic outcomes
Different dimensions
Performance, stakeholders, sources and types of data
Fit between organization and its environment
SWOT analysis
Systematic, rational, and analytical approach
Organization with goal perform better
Logical incrementalism
Overly rational, planned, and fixed
Moderating effect of SP and OP
Degree of participation and comprehensiveness during SP process
Integrative stakeholder participation theory
Analysis of many possible options
Dimensions of OP
Efficienc
Effectiveness
Responsiveness
Outcome
Financial performance
U.S. and Non-U.S. context
Common- and multiple source data
Results
Meta-analysis
Meta-regression analysis
Publication bias
Population effect size was positive and significant
SP had a positive effect on OP
Included moderators predicts 71 percent of the variation
Formal SP had the strongest effect size
Effect sizes were strongest when OP was measured as effectiveness
Contextual moderators (sector, nation) does not works
Relationship between political capital and power
Source of power
Managerial bureaucracy
Task interdependency
Capital (Bourdieu, 1989)
Economic, cultural, social, and symbolic
Cultural endowment from socialization
Social relationship; membership
Material resources
Source of prestige and esteem
Ocasio et al. (2020)
Institutional capital
Organizational capital
Reputational capital
Knowledge capital
Convertibility
Accumulation of capital
Diversification of capital
click to edit
Resource dependence
Identification
Legitimacy
Organizational outcomes
Career outcomes
Organizational performance
Decisions (agenda control; rules of the game)