Strategic Representations in Public Sector Strategic Planning
A case of strategic planning in the U.S. Department of Defense
DOI:
https://doi.org/10.30636/jbpa.61.295Keywords:
Strategic planning, strategic cognitionAbstract
Strategic management practices have been said to hold significant promise for public sector organizations. While the focus has long been on understanding the strategy-performance link, some scholars have made recent calls to understand how strategizing happens in the public sector. We engage this literature through an advising experience with an agency in the U.S. Department of Defense. Using planning resources that are well-respected in the field, we noticed the value in considering participants’ mental representations about strategic issues. In doing so, we were able to better understand the organization and meet its needs. While strategic cognition is not a subject commonly found in research on strategic planning in public sector organizations, management scholars have developed a significant body of literature on the subject. We encourage scholars interested in strategic planning in the public sector to consider how and why strategic representations influence strategic planning activities and ultimately performance.
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