Siinviidatud vabalevis olev tekst võiks huvi pakkuda kõikidele organisatsiooni-, juhtimise- ja valitsemishuvlistele. Strateegilise juhtimise empiiriline analüüs on sageli huvitav nii konkreetse juhtumi kui analüüsiinstrumendi aspektist. Ka siinses uuringus kasutatud instrument väärib eraldi tähelepanud, st on, mida lugeda.

Kontekstiks:

“Public institutions and agencies, ranging from the United Nations to municipal institutions, may be perceived to have few vulnerabilities, and are impervious to external pressures and threats (Giblin and Nowacki 2018). Inter-Governmental Organizations (IGOs) (including all types of non-profit organizations, government agencies and state-owned corporations) have to contend with their survival and sustainability and continuously manage challenges such as crisis management, budgeting constraints, downsizing and political pressures.” (Wan et al., 2022, p. 1)

Valiku selgitus:

“In order to demarcate the extent of the problem at hand, let us consider the United Nations, which, in 2017, was criticized for its lack of management best practices and bureaucracy, referencing their problematic performance in their business process efficiencies and effectiveness.” (Wan et al., 2022, p. 1)

Teisenevad eeldused asjakohaseks strateegiliseks juhtimiseks:

“This relationship, in which strategizing is mainly aimed at defining and strengthening overall performance, is coupled with performance monitoring to improve the outcomes of adopted strategy processes. From this view of strategic management, a transformation from the traditional strategic planning view to a more integrated and multidimensional focus is necessary.” (Wan et al., 2022, p. 2)

Fookuse selgitus:

“The subject of strategic management and change management in IGOs has received little attention in the public administration, strategy and change management literature (Giblin and Nowacki 2018; Peretz 2021). In the past decade, Strategic Management (SM) has become central to the agenda of public institutions and governmental agencies.” (Wan et al., 2022, p. 3)

Eristatakse strateegiline planeerimine ja -juhtimine:

“It is important to differentiate between strategic planning and strategic management (Bryson et al. 2018). Strategic planning is viewed as an approach to the development of a strategy which is typically long term (Bryson 2018; Bryson et al. 2017; Golsorkhi et al. 2010). Strategic management, however, entails planning as a small part of its scope.” (Wan et al., 2022, p. 3)

Valitsustevahelised organisatsioonid peaksid orienteeruma strateegiale. Huvitav seisukoht vähemalt sellises sõnastuses.

“Faced with these old and new strategic management challenges, IGOs today have to be strategy oriented, dealing primarily with strategic management (which entails intent, planning and formulation) external institutional pressures (primarily political factors) and change management.” (Wan et al., 2022, p. 4)

Mudelivaliku selgitus:

“The original target of Bailey et al.’s (2000) model was organizations in general, without any specific considerations to the public sector or INGOs. The model is distinguished from others in that it incorporates various aspects of strategy planning, development, implementation and incremental and formal planning modes.” (Wan et al., 2022, p. 8)

Teoreetiline raamistik saab avatud kuue dimensiooni kaudu:

“Therefore, based on Hart (1992), Bailey et al. (2000) and evidence from Fredrickson and Iaquinto (1989); Derkinderen and Crum (1988); Eisenhardt and Zbaracki (1992) and Bailey and Johnson (1996), we adopt and adapt to the context of our study, the six dimensions, namely command, planning, incremental, political, organizational and enforced choice.” (Wan et al., 2022, p. 9)

Andmeid koguti küsitluse teel Likerti 7-punktilist skaalat kasutades:

“The sample data entailed completed surveys from 117 participants from different IGOs in the United Nations system.” (Wan et al., 2022, p. 10)

Lugemishuvi suurendamiseks:

“The findings show that institutional pressures have a significant negative influence on strategic formulation, and strategic intent positively influences strategic formulation. Strategic intent positively influences strategic change. This study also confirms that strategic formulation has a partial mediation effect on strategic intent and strategic change.” (Wan et al., 2022, p. 20)

Wan, J., Wang, L., Saade, R., Guan, H., & Liu, H. (2022). Empirical Analysis of Strategic Management in Inter-Governmental Organization. Administrative Sciences, 12(3), 1–26. https://doi.org/10.3390/admsci12030083