Transforming Visions into Actions: Strategic change as a future-making process

Pettit, Krista; Balogun, Julia; Bennett, M

doi:10.1177/01708406231171889

Cited by 6 publications

(1 citation statement)

References 49 publications

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“…A vision can be described as the envisioned state to be attained in the future following the implementation of development strategies and activities (Danish et al, 2024;Pettit et al, 2023). The vision for the development of the Seribu Rumah Gadang village aims to elevate it into a premier tourist destination that catalyzes economic growth for the government, stakeholders, and the local community.…”

Section: Vision and Mission Of The Seribu Rumah Gadang Tourism Villag...mentioning

confidence: 99%

Development of Seribu Rumah Gadang Village as a Tourism Destination

Andria Putra

2024

j. abdimas cendekiawan Indones.

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The Seribu Rumah Gadang village holds immense potential as a tourist destination awaiting development. The primary objective is to foster the continuous progress and growth of the tourism sector in West Sumatra, consequently bolstering the economic landscape. This research adopts a descriptive methodology with a qualitative approach. SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) is employed as the data analysis technique. The findings highlight the necessity of formulating development strategies for the village of a thousand "rumah gadang" using SWOT analysis. This approach elucidates the strengths, weaknesses, opportunities, and threats inherent in development, facilitating the formulation of an optimal development strategy. Crafting the right strategy for developing the village of a thousand "rumah gadang" as a tourist attraction is paramount. Leveraging the village's strengths to optimize tourism opportunities is identified as an effective approach. By synergizing natural beauty, cultural uniqueness, environmental sustainability, culinary delights (rendang), favorable environmental conditions, accessible infrastructure, hospitable community attitudes, and security measures provided by authorities, the village of a thousand "rumah gadang" stands poised to emerge as a premier tourist destination, appealing to both domestic and international visitors.

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Section: Vision and Mission Of The Seribu Rumah Gadang Tourism Villag...mentioning

confidence: 99%

Development of Seribu Rumah Gadang Village as a Tourism Destination

Andria Putra

2024

j. abdimas cendekiawan Indones.

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Future‐Making Power: A Study of Competing Imagined Futures in Healthcare

Hungnes,

Hoholm,

Clegg

2024

British J of Management

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This paper presents a conceptual model of strategies of power in future‐making, informed by a case study in the healthcare sector. In zooming out from investigating the future‐making activities of an organizational innovation project team and tracing competing imagined futures enacted by medical professionals and strategic management, this study explains how and why the project struggled to realize its mandate. In this case, we identify three strategies of power, namely mobilization, discipline and discretion, and discuss their potential controversies and combinations. Moreover, we contribute to theories on discretionary power, demonstrating how it is produced by combining interdiscursivity with management control and nondecision. Strategies of discretion are productive in the realm of future‐making, particularly in exploiting forces of discipline and mobilization to enable parallel imagined futures to be created and maintained over time. On the downside, this may keep competing imagined futures hostage, potentially serving non‐transparent agendas.

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Getting your message across? The evolution of leader vision and managed pluralisation of leadership

Kislov,

Bresnen,

Harvey

2024

Human Relations

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Whereas vision is central to understanding leadership influence in organisations, it has mostly been explored either in predominantly hierarchical or predominantly pluralistic contexts. We know relatively little about how the processual dynamics, content and sources of vision evolve when senior teams are undergoing a transition from hierarchical to collective leadership. Drawing upon a qualitative longitudinal study undertaken within a UK-based academic–practitioner partnership in the healthcare sector, we examine the transitions and transformations in leader vision triggered by deliberate attempts to pluralise leadership arrangements in its senior team. We develop a process model that highlights three stages in the evolution of vision (‘problematising’, ‘debating’ and ‘accepting’) and accounts for variation in how different components of vision develop over time. Our contribution lies in underscoring the heterogeneous, temporally fluid and contested nature of vision; its continuous shaping as a result of the dynamic interplay between individualistic and collectivistic forces; and the multifocal and multidirectional agentic influences involved in its evolution. We argue that managed pluralisation, viewed as an interplay between hierarchical and collective forms of control, leads to accommodation and incorporation of divergent views within the evolving shared vision, facilitating acceptance but diluting the potential of the resulting vision to stimulate change.

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Transforming Visions into Actions: Strategic change as a future-making process

Cited by 6 publications

References 49 publications

Development of Seribu Rumah Gadang Village as a Tourism Destination

Development of Seribu Rumah Gadang Village as a Tourism Destination

Future‐Making Power: A Study of Competing Imagined Futures in Healthcare

Getting your message across? The evolution of leader vision and managed pluralisation of leadership

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