PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2015 | 8 | nr 3 | 79--90
Tytuł artykułu

Model for Management of Strategic Changes and its Application in Municipalities of Lithuania

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Authors of the paper propose the hierarchical model for management of strategic changes in municipalities and applicate it in their empirical research. The model explains the relations between the goals and volume of strategic changes, designates the type of changes and also indicates the management level of the municipality in which the appropriate decisions have to be made. 25 Lithuania's municipalities were investigated. Heads of municipality administration and their deputies expressed their opinion about implementation of strategic changes in a political and administration level of municipality performance as well as assessed the municipality work quality in the volume of functions delegated by the State. (original abstract)
Rocznik
Tom
8
Numer
Strony
79--90
Opis fizyczny
Twórcy
  • Mykolas Romeris University, Lithuania
  • Mykolas Romeris University, Vilnius, Lithuania
Bibliografia
  • Andrews R., Boyne G.A., Walker R.M. (2012). Overspending in Public Organizations: Does Strategic Management Matter? International Public Management Journal, Vol.15, Iss.1, 39-61.
  • Bold E. (2011). Instruments and techniques used in the design and implementation of change management, Journal of Advanced Research in Management, Vol. 1: 4-17.
  • Boyne G.A., Walker R.M (2010) Strategic Management and Public Sector Performance: The Way Ahead. Public Administration Review, Vol 70, Iss. S1, pp. S185-s192.
  • Carnall C. (1990). Managing Change in Organizations. Prentice Hall, 90 p. ISBNO-415555-04463-4
  • Chisholm, M. (2000). Structural Reform of British Local Government. Manchester: Manchester University Press.
  • Farson J. (2004). Strategic management. London: New York, 190 p.
  • Fiss P. C., Zajac E. J. (2006). The symbolic management of strategic change: sense giving via framing and decoupling. Academy of Management Journal, Vol.49, No.6, 1173-1193.
  • Hatry H.P (2002) Performance Measurement: Fashions and Fallacies. Public Performance and management Review, Vol. 25(4), p.352-358.
  • Heiskanen T., Jokinen E. (2014) Stability and Change of the Quality of Working Life in Restructuring Municipalities, Social Indicators Research, Volume 118, Issue 2, pp 579-599
  • Hendrich R. (2003) Strategic Planning Environment Process and Performance in Public Agencies: A Comparative Study of Department in Milwaukee. Journal of Public Administration Research and Theory. Vol 13(4), p. 491-519.
  • Hurst D. (1995). Crisis and Renewal: Meeting the Challenge of Organizational Change. HBS Press. 260p. ISBNO-87584-582-7.
  • Lynch R. (1997). Corporate strategy. London: Pitman Publishing.
  • Magnuson K. (ed.) (1977) Organization design, development and behaviour. Glenview, III.: Scott, Foresman.
  • McGuiness T., Morgan R.E. (2003). Organizational Change Capability: The Theoretical Construct and its Operational Measurement. In: Spots H.E. (ed.) Creating and Delivering Value in Marketing. Proceedings of the 2003 Academy of Marketing Science (AMS) Annual Conference. Springer International Publishing
  • Moynihan D.P. (2008). The Dynamics of Performance Management: Constructing Information and Reform. Washington, DC: Georgetown University Press.
  • Poister T.H. (2010). The Future of Strategic Planning in the Public Sector: Linking Strategy management and Performance. Public Administration Review, Vol. 70, Iss. S1, s246-s254.
  • Poister T.H., Pitts D.W., Edwards L.H. (2010). Strategic Management Research in the Public Sector: A Review, Synthesis, and Future Directions. The American Review of Public Administration, Vol. 40 (5), p. 522-545, DOI: 10.1177/0275074010370617
  • Poister T.H., Streib G.D. (2005). Elements of strategic planning and management in municipal government: Status after two decades. Public Administration Review, Vol. 65, p. 45-56.
  • Quinn J. (1980). Strategies for Change. Irwin: Logical Incrementalism. 222p. ISBN 0870942204.
  • Raišienė, A. G. (2014), Leadership and Managerial Competences in a Contemporary Organization from the Standpoint of Business Executives, Economics and Sociology, Vol. 7, No 3, pp. 179-193. DOI: 10.14254/2071- 789X.2014/7-3/14
  • Raišienė, A., G., Korsakiene, R., Lace, N. (2015), How do inter-institutional teams succeed? A case of national project, Economics and Sociology, Vol. 8, No 1, pp. 7-18. DOI: 10.14254/2071- 789X.2015/8-1/1
  • Sabatier P. A., Jenkins-Smith H.C. (eds.) (1993). Policy Change and Learning: An Advocacy. Coalition Approach, Westview Press, Boulder, Col. 290p.
  • Vanagas R. (2007). Pokyčių valdymo modeliai Lietuvos Respublikos savivaldybėse. Ekonomika ir vadyba: aktualijos ir perspektyvos. Šiaulių universiteto leidykla. Nr. 2 (9), p. 315-323.
  • Wheeland (2004) Empowering the Vision: Community-Wide Strategic Planning in Rock Hill, South Carolina. Lanham, MD: University Press of America.
  • Zajac E., Kraatz M.S. (1993). A Diametric Forces Model of Strategic Change: Assessing the Antecedents and Consequences of Restructuring in the Higher Education Industry. Strategic Management Journal. Spec. Iss. 14, p. 83-102.
  • Zakarevičius P. (2003). Pokyčiai organizacijoje. Priežastys, valdymas, pasekmės. Monografi ja. Kaunas: Vytauto Didžiojo universiteto leidykla 538p. ISBN-9955-120-27-4.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171400669

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.