Issues management in strategic planning

Lozier, G. Gregory; Chittipeddi, Kumar

doi:10.1007/bf00973739

Cited by 2 publications

(2 citation statements)

References 5 publications

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“…In accord with that hypothesis is emerging evidence that strategic planning efforts in higher education do not tend to include aggressive, systematic assessments of institutions' external environments (Clugston, 1986;Lozier and Chittipeddi, 1986).…”

Section: Theoretical Frameworkmentioning

confidence: 73%

Five years of strategic environmental assessment efforts at a research university: A case study of an organizational innovation

1993

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This study examined the emergence and subsequent five-year history of "environmental scanning" at a large research university. Proponents of strategic approaches to management in organizations usually recommend environmental scanning as a necessary support for effective decision making. The technique seeks to build systematic understanding of the external environment of the organization, via ongoing reconnaissance of relevant developments in technology, the economy, the political and legal arenas, and the larger society. Scanning's fit with educational organizations may be problematic, however. Over time, scanning efforts on the campus studied here became less theory-based and less centralized, and scanning failed to become an institutionalized innovation. The difficulties in institutionalizing scanning are traced to six factors: limitations posed by organizational structure, an absence of powerful champions, constraints from the organizational culture, the existence of a '~olicy vacuum" surrounding scanning efforts, the daunting demands of such efforts themselves, and questionable articulation with the fundamental goals and mission of the institution. The analysis suggests that the generic scanning model seems unlikely to win acceptance in research universities without substantial modification.Perhaps a majority of college and university campuses have experimented with planning approaches labeled ~'strategic" (McMillen,

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Section: Theoretical Frameworkmentioning

confidence: 73%

Five years of strategic environmental assessment efforts at a research university: A case study of an organizational innovation

1993

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“…(1986) in their chapter on strategic leap control, comment on the work of Camillus and Data (1984) by suggesting that TAP is a highly successful example of strategic issues analysis acting in an early warning capacity. Thus, it becomes important to make clear at this point, that for the purposes of this article, strategic issues management is considered to be synonymous with environmental scanning (Dutton and Ottensmeyer, 1987;Lozier and Chittipeddi, 1986). Further, the environmental scanning activities described earlier are quite similar to the 'antenna' form of strategic issue management system articulated by Dutton and Ottensmeyer (1987).…”

Section: Environmental Scanning For Strategic Surveillancementioning

confidence: 91%

Towards a Comprehensive System of Strategic Control*

Preble

1992

J Management Studies

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New strategic initiatives often take several years to execute fully and relatively few succeed. Unfortunately, classical control processes have contributed to this situation because they have been designed as feedback systems that detect problems and deviations from planned results only after they have already occurred, and because the standards to which measurements are compared are assumed to be correct or good. Recent conceptual contributors to the strategic control literature have argued for anticipatory feedforward controls, that recognize a rapidly changing and uncertain external environment. These new systems are designed to operate on a continuous basis, checking and critically evaluating assumptions, strategies, and results. This article adds to these conceptual developments by providing an explicit strategic control component to deal with low probability, high impact threatening events, namely, special alert control. In an effort to make all the latest strategic control components operationally useful, mechanisms, methods, and approaches to their efficient implementation are presented and then summarized in tabular form. An overall strategic control process diagram is provided to act as a guide for future strategic control systems. The result is a more comprehensive and workable system of strategic control.

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Issues management in strategic planning

Cited by 2 publications

References 5 publications

Five years of strategic environmental assessment efforts at a research university: A case study of an organizational innovation

Five years of strategic environmental assessment efforts at a research university: A case study of an organizational innovation

Towards a Comprehensive System of Strategic Control*

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