https://orcid.org/0000-0002-5769-4440
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ABSTRACT
Although in many public organizations politicians sitting in governing boards are responsible for ratifying the organization’s strategic plan and monitoring its implementation, empirical insights on the determinants of politicians’ strategic plan use are lacking. Therefore, we build on the theory of planned behaviour to analyse (1) how politicians’ beliefs regarding the usefulness of strategic planning, the pressure to use strategic plans, and their self-efficacy in using strategic plans effectively are formed, and (2) how these beliefs impact intended and actual strategic plan use. Longitudinal data from 249 councillors (153 Flemish local authorities) provides support for the developed psychological-cognitive model.
Disclosure statement
No potential conflict of interest was reported by the authors.
Supplementary material
Supplemental data for this article can be accessed at https://doi.org/10.1080/14719037.2019.1708438.
Notes
1. Within the context of this study, strategic plans are viewed as organizational artefacts which express the intended strategy of a public organization. One of the purposes of these strategic plans is to act as a frame of reference for politicians serving on governing boards during strategy implementation (Spee and Jarzabkowski Citation2011; Vaara, Sorsa, and Palli Citation2010). Specifically, as ‘the environment of any organization is too complex to be systematically analysed, predicted, and controlled’ (Andrews, Beynon, and Genc Citation2017, 4), strategic decisions need to be refined and adjusted as unforeseen issues arise during strategy implementation (Mason and Mitroff Citation1981; Mintzberg, Raisinghani, and Theoret Citation1976). Strategic plans are thus not only expected to help board members to monitor strategy implementation but also to assist them in dealing with unfolding events during strategy implementation (Kellermanns et al. Citation2005) and to ascertain that issues are resolved in a way that is consistent with the intention behind the strategic plan (Amason Citation1996). Consequently, the concept of ‘strategic plan use’ denotes the extent to which board members consult the organization’s strategic plan when they need to make decisions during strategy implementation or monitor organizational performance. Strategic plan use thus entails the extent to which board members use the organization’s strategic plan as an information source during decision-making processes. Consultation of the organization’s strategic plan, however, does not imply that board members are ‘bounded’ by the strategic plan and that there is no room for adjustments or deviations.
Additional information
Notes on contributors
Sebastian Desmidt
Sebastian Desmidt is associate professor of strategic management in the Faculty of Economics and Business Administration, Ghent University, Belgium. His research focuses on the effectiveness of strategic management instruments and strategic planning processes, the determinants of strategic consensus, and the motivational power of mission valence in public and non-profit organizations.
Kenn Meyfroodt
Kenn Meyfroodt is doctoral researcher in strategic management in the Faculty of Economics and Business Administration, Ghent University, Belgium. His research focuses on strategic planning processes, decision making, and the role of strategic consensus in public strategic decision-making teams.
