scholarly journals The Application of Stakeholder Networking Theory for Strategic Planning in the New Zealand Public Sector

2021 ◽  
Author(s):  
◽  
Louise Anne Proctor
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Research Approach ◽  
Strategic Issues ◽  
Team Meetings ◽  
Strategic Goals ◽  
Stakeholder Network ◽  
Context Specific

<p>The New Zealand public sector is facing an increasingly pluralistic stakeholder landscape due to a range of political, economic, social, and technological factors, all of which require public sector organisations to develop new ways of understanding and responding to diverse and complex stakeholder needs. The purpose of this thesis is to investigate whether the theory of stakeholder networking can contribute to strategic planning in the public sector, to assist organisations in planning to meet strategic goals and ultimately move toward their strategic direction. A qualitative research approach, known as participatory action research, was adopted. This required strong involvement with the two sample organisations, contributing to the development and application of the stakeholder networking process and also to the findings. Information gathering occurred through a variety of methods including focus groups, team meetings, interviews, document analysis and workshops. A Stakeholder Networking Framework is proposed as an approach for public sector organisations to apply stakeholder networking theory in practice, which takes into account the key issues participants raised during application. Three primary uses of stakeholder networking theory for strategic planning were found, including a means for providing greater clarity to the stakeholder context surrounding strategic issues, identification of potential relationship strategies to meet strategic goals, and assisting with the prioritisation of stakeholders. The Stakeholder Networking Framework has purposefully been developed in a way that is non-prescriptive and flexible, enabling it to be adapted by managers to suit the context specific needs of their organisation during application. Managers can then use the stakeholder network maps as outputs of the process to inform relationship management activities and strategic decision making. This thesis fills a gap in the literature that provides practical research to public sector organisations and managers on how to integrate a stakeholder networking perspective into their strategic planning processes. It addresses common concerns that arise when trying to deliver such objectives in practice, drawing on the practical considerations of organisations' day-to-day realities.</p>

scholarly journals The Application of Stakeholder Networking Theory for Strategic Planning in the New Zealand Public Sector

2021 ◽  
Author(s):  
◽  
Louise Anne Proctor
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Research Approach ◽  
Strategic Issues ◽  
Team Meetings ◽  
Strategic Goals ◽  
Stakeholder Network ◽  
Context Specific

<p>The New Zealand public sector is facing an increasingly pluralistic stakeholder landscape due to a range of political, economic, social, and technological factors, all of which require public sector organisations to develop new ways of understanding and responding to diverse and complex stakeholder needs. The purpose of this thesis is to investigate whether the theory of stakeholder networking can contribute to strategic planning in the public sector, to assist organisations in planning to meet strategic goals and ultimately move toward their strategic direction. A qualitative research approach, known as participatory action research, was adopted. This required strong involvement with the two sample organisations, contributing to the development and application of the stakeholder networking process and also to the findings. Information gathering occurred through a variety of methods including focus groups, team meetings, interviews, document analysis and workshops. A Stakeholder Networking Framework is proposed as an approach for public sector organisations to apply stakeholder networking theory in practice, which takes into account the key issues participants raised during application. Three primary uses of stakeholder networking theory for strategic planning were found, including a means for providing greater clarity to the stakeholder context surrounding strategic issues, identification of potential relationship strategies to meet strategic goals, and assisting with the prioritisation of stakeholders. The Stakeholder Networking Framework has purposefully been developed in a way that is non-prescriptive and flexible, enabling it to be adapted by managers to suit the context specific needs of their organisation during application. Managers can then use the stakeholder network maps as outputs of the process to inform relationship management activities and strategic decision making. This thesis fills a gap in the literature that provides practical research to public sector organisations and managers on how to integrate a stakeholder networking perspective into their strategic planning processes. It addresses common concerns that arise when trying to deliver such objectives in practice, drawing on the practical considerations of organisations' day-to-day realities.</p>

scholarly journals Cultural Values and Its Influence on the Enactment of Leadership in Public Sector Organisations

2021 ◽  
Vol 12 (4) ◽  
pp. 1-19
Author(s):  
Pg Siti Rozaidah Pg Hj Idris
Keyword(s):  
Public Sector ◽  
Cultural Values ◽  
National Culture ◽  
Research Approach ◽  
Structured Interviews ◽  
Cultural Backgrounds ◽  
National Cultures ◽  
Emerging Nations ◽  
Public Sector Leadership ◽  
Context Specific

This research contributes to our understanding of leadership in public sector organisations by examining the influence of national culture on the enactment of public sector leadership in the context of Brunei. It followed a qualitative interpretivist research approach employing semi-structured interviews involving public sector leaders in Brunei. This research contributes to existing debates that claim that public sector leadership is context specific and contingent upon cultural backgrounds and the national cultures of specific countries and emerging nations. The findings suggest national culture appear to have a constraining influence on public sector leadership, where tension exists between abiding to Islamic work ethics and cultural tribal activities, particularly relating to the issues of fairness and justice regarding recruitment, selection, and promotion.

Strategic Planning in the Public Sector

2017 ◽  
Author(s):  
John Bryson ◽  
Lauren Hamilton Edwards
Keyword(s):  
Public Sector ◽  
Strategic Planning ◽  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capacity ◽  
The United States ◽  
Research Approach ◽  
Issues Management ◽  
Open Approach ◽  
Intermediate Outcomes

Strategic planning has become a fairly routine and common practice at all levels of government in the United States and elsewhere. It can be part of the broader practice of strategic management that links planning with implementation. Strategic planning can be applied to organizations, collaborations, functions (e.g., transportation or health), and to places ranging from local to national to transnational. Research results are somewhat mixed, but they generally show a positive relationship between strategic planning and improved organizational performance. Much has been learned about public-sector strategic planning over the past several decades but there is much that is not known. There are a variety of approaches to strategic planning. Some are comprehensive process-oriented approaches (i.e., public-sector variants of the Harvard Policy Model, logical incrementalism, stakeholder management, and strategic management systems). Others are more narrowly focused process approaches that are in effect strategies (i.e., strategic negotiations, strategic issues management, and strategic planning as a framework for innovation). Finally, there are content-oriented approaches (i.e., portfolio analyses and competitive forces analysis). The research on public-sector strategic planning has pursued a number of themes. The first concerns what strategic planning “is” theoretically and practically. The approaches mentioned above may be thought of as generic—their ostensive aspect—but they must be applied contingently and sensitively in practice—their performative aspect. Scholars vary in whether they conceptualize strategic planning in a generic or performative way. A second theme concerns attempts to understand whether and how strategic planning “works.” Not surprisingly, how strategic planning is conceptualized and operationalized affects the answers. A third theme focuses on outcomes of strategic planning. The outcomes studied typically have been performance-related, such as efficiency and effectiveness, but some studies focus on intermediate outcomes, such as participation and learning, and a small number focus on a broader range of public values, such as transparency or equity. A final theme looks at what contributes to strategic planning success. Factors related to success include effective leadership, organizational capacity and resources, and participation, among others. A substantial research agenda remains. Public-sector strategic planning is not a single thing, but many things, and can be conceptualized in a variety of ways. Useful findings have come from each of these different conceptualizations through use of a variety of methodologies. This more open approach to research should continue. Given the increasing ubiquity of strategic planning across the globe, the additional insights this research approach can yield into exactly what works best, in which situations, and why, is likely to be helpful for advancing public purposes.

scholarly journals STRATEGIC PLANNING AT THE NEWLY ESTABLISHED PRIVATE HIGHER EDUCATION INSTITUTION WITH FULL SCHOLARSHIP PROGRAM (CASE STUDY OF STIDKI AR RAHMAH SURABAYA)

2020 ◽  
Vol 3 (1) ◽  
pp. 31-34
Author(s):  
Ahmad Faiz Khudlari Thoha ◽  
Imam Hanafi Al Mufti
Keyword(s):  
Higher Education ◽  
Strategic Planning ◽  
Planning Process ◽  
Education Institution ◽  
Private Higher Education ◽  
Research Approach ◽  
Strategic Objectives ◽  
Strategic Issues ◽  
Scholarship Program

STIDKI Ar Rahmah was established in 2015 focusing on creating mosque managers having comprehensive skills: mosque management, fully Quran memorizing, and deep religion understanding. In its educational system, it provides full scholarship to the students funded by a number of institutional donors and individual ones. As a newly operating organization, STIDKI Ar Rahmah has not had clear plan of development and strategic iniciatives in reaching the established vision. Therefore, this study was aimed to perform strategic planning process of STIDKI Ar Rahmah development based on Balanced Scorecard model as a strategic planning model for other newly established private higher education institutions with full scholarship program. Qualitative research approach and case study method were used in this study. It started from examining the mission and vision statement of STIDKI Ar Rahmah. The step continued with identifying stakeholders’ values proposition, SWOT analysis, identifying strategic issues, and finally developing strategies through formulating strategic objectives clustered in strategic themes, measures, next five years targets, and strategic initiatives for reaching the targets. This study resulted the recommended statement of mission and vision, three strategic issues to overcome, 16 strategic objectives with their measures clustred in 4 strategic themes, targets, and initiatives.

scholarly journals The Utilisation and Perceived Value of Archives: New Zealand’s Recordkeeping Standards by Public Sector Recordkeepers

2021 ◽  
Author(s):  
◽  
Grace Elizabeth Currie
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Survey Research ◽  
Perceived Value ◽  
Research Approach ◽  
Local Authorities ◽  
Public Records ◽  
Quantitative Survey ◽  
The Public

<p>Archives New Zealand has issued and revised seven recordkeeping standards since the passing of the Public Records Act 2005, four of which are mandatory compliance standards for all public offices and local authorities. Public sector recordkeepers are charged with achieving their organisations’ compliance with the Public Records Act but no research has been done into the utilisation and perceived value of these standards by this group. This project aimed to reveal how widespread utilisation of Archives New Zealand’s recordkeeping standards is and how valuable public sector recordkeepers believe the standards are by seeking evidence of utilisation of the standards, reasons behind this utilisation or lack thereof, and perceived drivers and/or barriers to the standards’ utilisation. A quantitative survey research approach was taken to obtain data from public sector recordkeepers. The research found that the standards are being used by many recordkeepers and for multiple purposes within organisations. The mandatory standards are the most utilised and compliance to the Public Records Act the biggest driver behind utilisation. Overall the standards are deemed valuable, but opinions are conflicting concerning the style and content of the standards. Further research into this area is recommended to provide more detailed results about the standards as individual entities.</p>

scholarly journals The Utilisation and Perceived Value of Archives: New Zealand’s Recordkeeping Standards by Public Sector Recordkeepers

2021 ◽  
Author(s):  
◽  
Grace Elizabeth Currie
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Survey Research ◽  
Perceived Value ◽  
Research Approach ◽  
Local Authorities ◽  
Public Records ◽  
Quantitative Survey ◽  
The Public

<p>Archives New Zealand has issued and revised seven recordkeeping standards since the passing of the Public Records Act 2005, four of which are mandatory compliance standards for all public offices and local authorities. Public sector recordkeepers are charged with achieving their organisations’ compliance with the Public Records Act but no research has been done into the utilisation and perceived value of these standards by this group. This project aimed to reveal how widespread utilisation of Archives New Zealand’s recordkeeping standards is and how valuable public sector recordkeepers believe the standards are by seeking evidence of utilisation of the standards, reasons behind this utilisation or lack thereof, and perceived drivers and/or barriers to the standards’ utilisation. A quantitative survey research approach was taken to obtain data from public sector recordkeepers. The research found that the standards are being used by many recordkeepers and for multiple purposes within organisations. The mandatory standards are the most utilised and compliance to the Public Records Act the biggest driver behind utilisation. Overall the standards are deemed valuable, but opinions are conflicting concerning the style and content of the standards. Further research into this area is recommended to provide more detailed results about the standards as individual entities.</p>

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

METHODOLOGY FOR EVALUATING THE EFFECTIVENESS OF PUBLIC SECTOR EMPLOYEES

2021 ◽  
Vol 1 (10) ◽  
pp. 61-66
Author(s):  
Lyubov’ V. Gusarova ◽  
Keyword(s):  
Public Sector ◽  
Civil Servants ◽  
Business Goals ◽  
Public Sector Employees ◽  
Strategic Goals ◽  
Fair Distribution ◽  
Current Business

The article substantiates the expediency and necessity of evaluating the effectiveness of civil servants using the KPI system as a system aimed at motivating employees to achieve the current and strategic goals of the organization. A methodology for evaluating performance is proposed based on the fair distribution of the bonus fund for civil servants provided for by law, taking into account the contribution of each employee to achieving strategic and current business goals.

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