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Strategic planning activity, middle manager divergent thinking, external stakeholder salience, and organizational performance: a study of English and Welsh police forces

Elliott, G., Day, M. and Lichtenstein, S. (2019) Strategic planning activity, middle manager divergent thinking, external stakeholder salience, and organizational performance: a study of English and Welsh police forces. Public Management Review. ISSN 1471-9037

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To link to this item DOI: 10.1080/14719037.2019.1635194

Abstract/Summary

Although strategic planning is mandatory in the UK police force its usefulness is questioned due to the link between planning and performance in the public sector. Moreover, how middle management and external stakeholders influence the planning process needs deeper exploration as part of the planning-performance relationship. Data from UK police force middle managers reveals an indirect influence of strategic planning on performance mediated by the divergent activity of higher-level middle managers, as well as the salience of external stakeholders. The impact of higher and lower level middle managers in the strategy process and external stakeholders is discussed with implications for future studies.

Item Type:Article
Refereed:Yes
Divisions:Henley Business School > International Business and Strategy
ID Code:86596
Publisher:Taylor and Francis

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