Strategy as Order Emerging from Chaos: A Public Sector Experience

McMillan, Elizabeth; Carlisle, Ysanne

doi:10.1016/j.lrp.2007.07.002

Cited by 31 publications

(15 citation statements)

References 14 publications

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“…In higher education it has been said that 'Effective planning creates focus, direction, and energy. Most important, strategic plans can assist in building a shared commitment to a common future' (Filan & Seagren, 2003, p. 21) and a strategic plan has been shown to be an advantage in a university that sought to operate as a complex adaptive system (McMillan & Carlisle, 2007). Learning and teaching leaders affirm the importance of strategic planning -a survey of 20 Australian university executives ranked it second only to managing relationships with senior staff (Scott, Coates, & Anderson, 2008).…”

Section: Introductionmentioning

confidence: 99%

What’s it all about? Making sense of Australian university learning and teaching plans

Gray¹,

Radloff²

2010

Higher Education Research & Development

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Universities put considerable resources into developing learning and teaching plans. In this paper, we examine the purpose of these plans in the context of legislative requirements, public accountability and the quality agenda. We analyse a sample of Australian university learning and teaching plans using a framework we have developed based on theory and research on strategic planning and core themes in learning and teaching. Analysis reveals considerable variation in plans' form and format, planning characteristics and learning and teaching themes addressed and omissions of key characteristics and themes. We consider the ability of such plans to meet the needs of internal and external readers, we discuss implications for their capacity to direct and motivate changes aimed at improving learning and teaching and we challenge the higher education sector to determine more clearly the role of learning and teaching plans.

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Section: Introductionmentioning

confidence: 99%

What’s it all about? Making sense of Australian university learning and teaching plans

Gray¹,

Radloff²

2010

Higher Education Research & Development

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“…For example Sørensen and Torfing (2011) cite rules, bureaucratic silos, red tape, inertia and performance measures that focus on input and outputs as preventing innovation. Risk averse cultures (Borins 2001;Brysted and Hansen 2015) and political intervention are also major inhibiting factors (Koch and Hauknes 2005;Koch et al 2006;McMillan and Carlisle 2007;Hughes et al 2011). These influences on innovation within the public sector can affect internal and external coherence (Agolla and Van Lill 2013), innovation activity (Koch et al 2006), and innovation capabilities (Dixon et al 2014).…”

Section: Factors Influencing Innovation In the Public Sectormentioning

confidence: 99%

Regulatory influences on innovation in the public sector: the role of regulatory regimes

Wagner

Fain

2017

Public Management Review

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The purpose of this paper is to explore the impact of regulation on innovation within the public sector. This is done by integrating two separate frameworks, related to regulatory regimes and public sector innovation. Through a case study of the Scottish water sector a matrix integrating these frameworks has been empirically developed, illustrating a continuous improvement path for innovation in the Scottish water sector. Findings indicate that customer and shareholder accountability is manifest at the transitional interface of the regulatory regimes, facilitating movement within the different systems. Interplay with the accountabilities and adjustments to the regulatory regime are paramount for progress. Through incentives to establish partnerships, the Regulator provides conditions for new ideas to emerge with reduced risk of failure. Experimentation allows a new approach towards solving problems and enhancing innovation potential within the sector. The contribution of this paper is a framework demonstrating mechanisms required to move between government-centred, compliancebased regulation through to performance oriented regulatory regimes.

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“…As with many public sector organisations, HMRC has to deal with a large number of diverse stakeholders in order to meet the legitimate needs of society (McMillan and Carlisle, 2007;Afonso et al, 2005). In contrast to other public sector organisations, however, revenue services often have a difficult relationship with their stakeholders in that they are the only public service that does not provide visible benefits to the general public, such as healthcare, education or transport.…”

Section: Introductionmentioning

confidence: 99%

Exploring Unanticipated Consequences of Strategy Amongst Stakeholder Segments: The Case of a European Revenue Service

Money¹,

Hillenbrand²,

Henseler³

et al. 2012

Long Range Planning

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Strategy as Order Emerging from Chaos: A Public Sector Experience

Cited by 31 publications

References 14 publications

What’s it all about? Making sense of Australian university learning and teaching plans

What’s it all about? Making sense of Australian university learning and teaching plans

Regulatory influences on innovation in the public sector: the role of regulatory regimes

Exploring Unanticipated Consequences of Strategy Amongst Stakeholder Segments: The Case of a European Revenue Service

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