Ei ole suurt kahtlust: siinviidatu pürib paljude juhtimiskursuste kohustusliku kirjanduse hulka ning vaikiva eeldusena võiks seda lugeda kõik organisatsioonide- ja juhtimishuvilised. Eesmärkide seadmine ning mõtestamine mitmekesises, kuid konkreetses uurimisraamistikus pakub huvi nii uurijatele kui lugejatele ja võiks olla oluliseks sisendiks teadmistepõhise organisatsiooni kujundamisel.

Kontekstiks:

“Indeed, public organizations typically are defined as publicly owned, ‘goaldirected, purposive entities’ (Rainey 2014, 147). Goals are also foundational components of many theories of organizational effectiveness (Cameron 2015), organizational excellence and change (Stouten, Rousseau, and De Cremer 2018), and performance management (Van Dooren, Bouckaert, and Halligan 2015).” (Bryson et al., 2022, p. 1)

Kust tulevad eesmärgid?

“Where do organizational goals come from and how do they fit into ongoing organizational strategic management?” (Bryson et al., 2022, p. 1)

Autorid seavad ambitsioonika eesmärgi:

“The purpose of this article is therefore to improve strategic public management theory and research by offering a multi-level, process-oriented theoretical framework for understanding organizational goal formation.” (Bryson et al., 2022, p. 2)

Metoodika selgitus:

“A problematizing review is not designed to analyse and synthesize a body of empirical studies; rather, it aims at providing useful new ways of approaching the subject. It does so by adopting a broader view of the topic and publications related to it, and by making links between these publications and the topic (Alvesson and Sandberg 2020).” (Bryson et al., 2022, p. 2)

Teoreetilise raamistiku karkass:

“Our framework builds on strategic management theory and three cognate theories (strategic reference point theory, behavioural theory of the firm, and institutional theory) from the generic strategy and management literature.” (Bryson et al., 2022, p. 2)

Eesmärkide kontseptualiseerimine:

“Goals in the context of strategic management theory are usually conceptualized as narrower in scope than an organization’s mission or overall purposes, but as more general than objectives or targets (Cyert and March 1963; Simons 1995; Mintzberg, Ahlstrand, and Lampel 2009; Bryson 2018).” (Bryson et al., 2022, p. 3)

Traditsiooniline vaade eesmärkidele organisatsioonis:

“Strategic management theory posits that organizations are goal-seeking enterprises (Shinkle 2012; Whittington et al. 2020). They survive by directly or indirectly satisfying key external constituencies. Strategic choices by the organization’s leaders are presumed to determine performance. In this theory, goals are forward-looking desired outcomes.” (Bryson et al., 2022, p. 4)

Märkimisväärselt teistsugune vaade eesmärkidele:

“The behavioural theory of the firm presents an opposite, yet potentially complementary view. Associated primarily with Cyert and March (1963), it has spawned research focused almost exclusively on businesses. The basic premises are that organizations are goal-seeking enterprises whose goals are the product of bargaining and negotiation among the members of a ‘dominant coalition’, or by them with other coalitions.” (Bryson et al., 2022, p. 4)

Eesmärgid on omamoodi eelhäälestatud või -raamistatud:

“Apart from national culture, norms, beliefs and values shared by individuals and groups are likely to shape the action fields within which an organization operates (Moulton and Sandfort 2017). For example, neoliberal ideology, as represented by New Public Management doctrine, has had a substantial effect on goal formation in many countries (Pollitt and Bouckert 2017).” (Bryson et al., 2022, p. 8)

Avalikele organisatsioonidele mõjuvad mitmekesised avalikud surved loovad keskkonna otsuste hägususele:

“Wilson (1989) argues that demands on public organizations for accountability, equity, efficiency, responsiveness, and fiscal integrity involve different levels and mobilize different constituencies, which may inevitably lead to ambiguous goals (see also Kettl 2017).” (Bryson et al., 2022, p. 13)

Lugemishuvi suurendamiseks:

“First, obviously, goals are omnipresent in public organizations, whether they are articulated formally or not. Yet, we hope we have made it clear that much is taken for granted regarding goals, including the frequent mistaken assumption that they are clear, understood and shared among key actors.” (Bryson et al., 2022, p. 18)

Bryson, J. M., George, B., & Seo, D. (2022). Understanding goal formation in strategic public management: A proposed theoretical framework. Public Management Review, 0(0), 1–26. https://doi.org/10.1080/14719037.2022.2103173