A strategic development management orientation for local authorities1

PurposeTo validate conceptual frameworks for strategic management development. Also, to test the hypothesis that the objectives and design of a strategic management development programme need to match the organisation's level of commitment to strategic management and the degree of maturity of its strategic management processes and competencies, in order that the programme can be effective in enhancing the strategic capability of the organisation.Design/methodology/approachEarlier work by the author (based on literature review and one case study) had generated two conceptual models which could help in the understanding of strategic management development. One provides a life‐cycle typology matching an organisation's level of commitment to strategic management with the design of an effective strategic management development programme. The second provides a causal network showing how strategic management capability may be developed. In this paper case study research is reported from six organisations to provide data, which are mainly qualitatative, to test the hypothesis and conceptual models.FindingsBoth the life‐cycle typology and the conceptual models are supported by the further case study work. It was also found that the dominant strategy‐making mode in the organisation can influence the potential for strategic management development. Where the command mode of strategy making is dominant the strategic aspects of a management development programme are inhibited because this is not consistent with the command culture.Research limitations/implicationsThe generalisability of the findings is constrained by the small sample size of six organisations. However, given the paucity of theory in the field of strategic management development, the findings contribute to the conceptual understanding of this subject.Originality/valueThe models proposed give insights into the complexities of strategic management development and can be used to inform analysis and planning of more effective strategic management development interventions.

The article considers the systematic and complex development of the term “management of strategic development of the enterprise”, which occurs through a consistent combination of developments of scientists and business representatives. It is argued that modern views and knowledge on the management of strategic development in the current socio-economic conditions significantly affect the effectiveness of the strategic management system and the development of domestic enterprises. The interpretation of leading domestic and foreign scholars on the interpretation of the concepts of “strategy”, “strategic development management”, “strategic planning” is considered. Attention is paid to anti-crisis strategic management at various levels, namely through the corporate level, the level of first managers, functional level (finance, marketing, product and production policy), linear level (heads of departments, representative offices, branches). In scientific work much attention is paid to the corporate strategy of the enterprise taking into account the influence of internal and external factors in order to develop optimal options for operational, tactical and strategic management decisions, which should focus on monitoring and controlling all types of enterprises to prevent crises. The paper proposes measures of corporate strategy, which should form a set of tools for cross-functional integration of the enterprise by achieving synergies, promote participation of all departments in the development of new enterprise strategy, management of strategic initiatives and changes, integration of strategic priorities and coordination of human resources. It is argued that the management of strategic development, aimed at creating competitive advantages of the enterprise and the establishment of an effective strategic position that will ensure the future viability of the enterprise in changing conditions. The choice of strategy in strategic management is related to the state of key factors, which include the strengths of the industry and the enterprise, purpose, mission, the interests of senior management, employee skills. The dynamic process of strategic management of the enterprise is the umbrella under which the enterprise can confidently move towards the goal, despite the adverse effects of the environment.

This article explores the development of strategic planning and management in the state institutions of Lithuania. The issues of correlation between strategic management and leadership as well as goals set for strategic management from positions of leadership lying within the focus of recent theoretical studies have been taken as the essential dimension to this research. The analysis of formal strategic planning methodology, in particular, its requirements for the content of plans and the planning process, and its change has been carried out based on this approach. The horizontal cross-section of the analysis is the analysis of the methodology from the point of view of regulation centralisation-decentralisation. On the ground of the performed analysis, classification of stages in the development of strategic management is provided. Strategic management prospects are linked to the wider issue of political leadership and democratic strategy communication processes. With respect to this aspect, areas of cooperation for science and public administration practice are sought.DOI: http://dx.doi.org/10.5755/j01.ppaa.11.1.1405

Chapter 5 - HRM as a strategic business partner: The contributions of strategic agility, knowledge management and management development in multinational enterprises – empirical insights from India

Strategic management development (SMD) uses corporate objectives and strategies as drivers for management development and aims to achieve multiple outcomes. Most studies of SMD have concentrated on consultant‐ or practitioner‐based accounts of “best practice”. There has been little development of conceptual frameworks to inform a more rigorous understanding and evaluation of SMD. Considers the usefulness of some existing frameworks and then, based on literature review and synthesis, proposes new conceptual frameworks for SMD. The first of these new frameworks explores the relationships between individual and organisational objectives in the SMD processes. Many management development interventions have both types of objective and other interventions may be more polarised in purpose. These tensions have to be resolved at the level of the individual manager. Because of environmental change account will need to be taken of emergent needs and opportunities. The second framework reflects this showing how a dynamic environment will lead to more organic forms of management development. The third framework considers the barriers and drivers influencing SMD, and proposes the key requirements for success.

PurposeThis paper seeks to provide a method which increases the chance of successful implementation and use of a performance management system (PMS). This method should incorporate both the instrumental and behavioral sides of performance management, be based on a solid theoretical foundation, and have been proven in practice.Design/methodology/approachThe method is called the strategic performance management development cycle, which consists of three stages: design a strategic management model; design a strategic reporting model; and design a performance‐driven behavioral model. The workings of the cycle are illustrated with a case study of a publishing company which used the method during the implementation of a new PMS.FindingsApplying the strategic performance management development cycle makes it possible for an organization to create in a short time period a new PMS, which will then improve the organization's results dramatically.Practical implicationsDuring the implementation of a PMS an organization has to expressly pay attention to all three stages of the strategic performance management development cycle, in order to increase the chance of a successfully implemented and used PMS.Originality/valueIt has been reported that 56 percent of PMS implementations fail, meaning that these implementations do not result in a PMS that is used regularly by all people in the organization. This article describes an implementation approach which is based on a solid theoretical foundation, has been proven in practice, and will give organizations a better chance of a successful PMS implementation.

The article examines the conceptual principles of strategic development of enterprises in the conditions of the formation of Industry 5.0. Industry 5.0 is the next stage of industrial development, which combines the achievements of the fourth industrial revolution with human-centered, stable, and sustainable principles. The main challenge for enterprises is a harmonious combination of technological innovations and socio-economic needs. The study’s relevance is determined by the need for enterprises to adapt to new conditions dictated by the emergence of Industry 5.0. Traditional approaches to strategic development are losing their effectiveness in today’s digital transformation, intelligent automation, and a human-centric approach. In this connection, there is a need for new approaches to the strategic development of enterprises. The main challenges and opportunities facing modern enterprises in the context of digital transformation, intelligent automation, and a human-centric approach have been identified. The key directions of forming enterprise development strategies, which are based on sustainable development, innovation, and adaptability principles, are substantiated. A strategic management model that considers the synergy of technological innovations and socio-economic factors is proposed. The emergence of Industry 5.0 requires enterprises to adopt new approaches to strategic management focused on the synergy of technological progress, social responsibility, and sustainable development. Successful enterprises of the future will be those that can respond flexibly to challenges, effectively integrate digital technologies, and create value for society. The study’s results indicate that enterprises’ strategic development in Industry 5.0 should be based on integrating digital technologies, adaptive management, and orientation towards sustainable development. The proposed management model allows enterprises to increase work efficiency, ensure competitive advantages, and adapt to changes in the external environment. It is recommended that enterprises intensify investments in digitization, develop personnel potential in high technologies, and use analytical tools to monitor strategic development. Keywords: Industry 5.0, strategic development, digital transformation, sustainable development, innovation, entrepreneurship, enterprise management, strategic development management, enterprise.

This paper considers the ongoing political transformations in South Africa in the context of debates about good governance and participatory democracy. It first appraises the current transformations of local government in South Africa, focusing specifically on relationships between gender equality and citizenship on the one hand, and local government policy, legislation, and community participation on the other, and then explores meanings of participation and how they inform approaches towards local socio-economic development. The findings of primary research conducted with civil society organisations and black women in communities in the Cape Town metropolitan area are explored through three interrelated themes. First, the model of structured participation that is central to South Africa’s democratic transformation is assessed from the perspective of black women. Second, cultures of alienation, both within local governance structures and amongst black women and the extent to which recent restructuring is combating or contributing to these are explored. Third, how participation policies are dealing with conflict within and between target groups are analysed, whether stakeholder group politics obliterate important differences in interests and whether alternative structures might be more effective in terms of women’s participation and empowerment. Finally, the findings are interpreted in relation to theoretical concepts of good governance and participatory democracy, and the potential and problems of realising South Africa’s transformation process toward developmental local government are assessed.

How to evaluate local government or what really matters concerning local government evaluation and who cares about it are questions which are on the table currently across the world. This paper carry out a survey on the wide range of indicators and evaluation models of local government used worldwide and shows that they are based mainly on performance evaluation and financial sustainability ratios. We conclude that they address only part of the problem of strategic management, financing, and sustainable development issues of local government. In particular, the governance dimension is absent. Therefore, a broader vision is proposed that integrates our usual local government evaluation into the important issues of governance and sustainability. This article focus on “measuring what matters” in local government and presents the need of a new evaluation model, a Councils’ Sustainability Index, based on the integration of council’s financial performance with communities’ sustainability and governance dimensions. Thus, it might be an important contribution for the creation of a new paradigm on local government evaluation and councils’ strategic management. The Portuguese case is used to illustrate this purpose.

Some degree of identity verification is necessary when registering a company, and in most economies, the government requires legal proof of identification either for all shareholders or only for the manager and/or director of the company. A strong business identity helps an organization set itself apart from its competitors and maintain a personality that the public can easily associate the brand. It is however important to note that business identity is not the same as a business's image. The process of strategic management includes analysis of the internal and external environment, formation of strategy, implementation of strategy, and evaluation of strategy. The theory of strategic management is analyzed within an integrated model of context, content and process. The study established that there are two mange approaches to strategic management being employed by businesses in Italy to achieve business identity: The Prescriptive Approach which works best in a stable environment and Emergent Approach which is used in an unpredictable fashion. These approaches are the widely known strategic models and must be examined thoroughly within the context of the fast paced, highly competitive and increasingly dynamic business environment. The prescriptive approach, also known as deliberate strategy is a deterministic and systematic plan of action designed to achieve a specific goal for the long term. It is usually the responsibility of the top management to establish lucid strategic directions through analysis and evaluation and then implement them through the successive layers of the organization. On the other hand, the study established that an emergent strategy approach increases flexibility in times of turbulence and allows the business to respond to opportunities and make the most of the threats. The study recommends that business managers in Italy should strive to adopt the two approaches to strategic management if they were to realize business identity. Keywords: Strategic management, Strategic approaches, Business identity, Brand image.

This article explores the relationship between social transformation and identity formation in contemporary South Africa with specific reference to the experience of a Batswana musical ensemble. The notions of social transformation and identity are explored from the social perspectives of the Ikageng-Bill Cosby Cultural Group as they developed in their musical arts practices; this could present a microcosmic example of the macrocosmic transformation processes in the South Africa. 1 This research was made possible by the Post-Doctoral Research Fellowship at the School of Music, North- West University in Potchefstroom, South Africa for a period of three years (2007-2009), funded by the National Research Foundation (NRF) of South Africa and the North-West University. The fellowship prioritises research on, and documentation and recording of, Batswana music. The position enabled me carry out intensive field research (recordings, interviews, personal participation, observations and interactions) with the group in their cultural context. This is supported by my personal experiences and observations of the musical traditions of South Africa as a doctoral student at Pretoria University and my casual impressions of the cultures during several academic and performance visits to the country since 1999. This experience has been complemented by consulting relevant secondary sources.

In this chapter, Celiwe Ngwenya argues that decoloniality ought to be a theoretical cannon for conceptualising democratisation and transformation in contemporary South Africa, which still has enduring and active injustices since the public education systems and institutions are covertly characterised by coloniality. Ngwenya concedes that, although public policy in democratic South Africa aspires to reach equality in accessing higher education, which is a tool for social mobility, the majority of South Africans—owing to their poverty status—do not access this cardinal tool for social mobility. Furthermore, the pedagogical encounters of universities favour the prevailing undue privileges that were restricted to and monopolised by the white minority during the apartheid era. Ngwenya further argues that realisation of the promise for equality in accessing higher education, as well as pedagogical encounters that resonate with the situationality of African people, is obliterated by the politics and demands of the new neo-liberal global order that informed the public policy direction of post-apartheid South Africa. The major challenge regarding the neo-liberal order in the context of South Africa, as Ngwenya argues, is that education in the country sustains and perpetuates asymmetrical power relations in institutions of higher learning. Ngwenya further argues that the presupposed ‘fair’ competition among students disaffirms and nullifies as morally inconsequential the enduring inequalities most black students face due to their social and historical situatedness. The neo-liberal demand for global competitiveness results in the marginalisation of African languages, a systematic endeavour of apartheid coloniality, placing such languages at the periphery of the higher education agenda; hence, they remain undeveloped for academic discourse, retaining the goals of apartheid and coloniality. Ngwenya contends that such trends of marginalising African-ness subtly rationalise coloniality as natural and that all African students have to do is to embrace the new global norm that is nevertheless alienating in principle. Ideal education for Ngwenya is one that does not overlook national needs and contextuality that values care for the other and not unmoderated competition. To be consistent with democratic equality, Ngwenya argues that South African education must actively aim to restore the dignity of African people by embracing relevant African values and ideals in higher education. African languages should be centred in the university. The university must not prize free market capitalism and globalism at the expense of achieving democratic equality that is responsive to the historical and socio-cultural situatedness of the people.

Local governments throughout the world are assuming a more important role in economic development of their communities as an increasing number of governments begin to decentralise powers and functions. As these lower levels of government seek sustainable local economic development (LED) strategies the human rights approach towards development becomes pertinent as globalisation accelerates. This article proposes an emphasis on socio‐economic rights as the basis for sustainable LED in developing countries. The article is based on the experience of South African local government in the period after 1994, leading up to the first democratic local government elections on 5 December 2000. Proceeding from the view that the promotion of human rights is necessary for the promotion of economic development, the article critically assesses the role of local government in the promotion of LED through a rights‐based approach. It is argued that the identification in the South African Constitution of local government with basic service provision (recently emphasised by a Constitutional court judgement) will place socio‐economic rights at the centre of LED strategies in South Africa. It is argued that this is indeed the most appropriate cornerstone of LED in South Africa. However, the transformation process that leads the country towards its progressive Constitution needs to be maintained and this article identifies five broad areas for transformation that may still be needed to entrench an adequate human rights culture within the sphere of local governance. Copyright © 2007 John Wiley & Sons, Ltd.

PART I: AN INTRODUCTION TO THE THIRD SECTOR An Introduction to Strategic Management in the Third Sector The Growth and Development of the Third Sector The Rise of Professional Management in the Third Sector What is the Third Sector and how is it Different from Other Sectors PART II: THE DEVELOPMENT OF VARIOUS APPROACHES TO STRATEGIC MANAGEMENT The Development of Strategic Management What is an Excellent Organization? - the Attributes of Excellence School Starting with People - the Human Resource School Post-modern Schools Perspectives on Strategy PART III: STRATEGY AND THE THIRD SECTOR The Development of Strategic Management in the Third Sector How to Measure Success Is Strategic Management Effective PART IV: STRATEGIC ANALYSIS, FORMULATION, CHOICE AND IMPLEMENTATION Strategic Analysis - Internal Strategic Analysis - External Strategy Formulation - Creating the Plan Strategic Formulation - Basic Choices Strategy Implementation PART V: CASE STUDIES Case Studies

The research adopts a case study approach (in higher education) to investigate how strategic capabilities might be developed in an organisation through strategic management development (SMD). SMD is defined as “Management development interventions which are intended to enhance the strategic capability and corporate performance of an organisation”. Causal networks, showing how strategic capability and strategic management processes can be developed, are constructed, and a hypothesis is proposed. This postulates that to be effective, SMD programmes need to be matched with the organisation's level of commitment to strategic management and the degree of maturity of its strategic management processes and competences. This is explored in a tentative typology which shows how four different levels of commitment to strategic management might be matched with key characteristics of SMD programmes.