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

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

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Abstract

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
Identification Number: https://doi.org/10.1080/14719037.2019.1635194
Date: 17 July 2019
Uncontrolled Keywords: Strategic planning, middle managers, divergent activity, stakeholder salience, public sector, police forces, organizational performance
Subjects: N100 Business studies
Divisions: Faculty of Business, Law and Social Sciences > Birmingham City Business School > Department of Strategy, Management and Marketing
Faculty of Business, Law and Social Sciences > Birmingham City Business School > Centre for Applied Finance and Economics
Depositing User: Scott Lichtenstein
Date Deposited: 19 Jul 2019 17:27
Last Modified: 14 May 2020 05:30
URI: http://www.open-access.bcu.ac.uk/id/eprint/7733

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