Publicness and strategic planning of public institutions: Evidence from Indonesia
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Keywords

publicness
planning
flexibility
participation
formalization

How to Cite

Untoro, W., & Angriawan, A. (2016). Publicness and strategic planning of public institutions: Evidence from Indonesia. Journal of Economics, Business, & Accountancy Ventura, 19(2), 155-160. https://doi.org/10.14414/jebav.v19i2.623

Abstract

Strategic planning has become a very common practice in public organizations. Research shows the positive impacts of strategic planning on the firm performance. This study examines the impacts of publicness on planning formalization, flexibility and participation. Empirical evidence collected from Indonesia suggests that planning formalization associates negatively with publicness; and mediates the relationships between publicness, flexibility and participation. The results support the political control view of public organizations. The results suggest that public organizations need to be both formal and flexible. We also find the positive association between participation and flexibility.

References

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Barringer, BR and AC Bluedorn 1999, The relationship between corporate entrepreneurship and strategic management, Strategic Management Journal, 20(5): 421-444.

Berry, FS and B Wechsler 1995, State agencies' experience with strategic planning: findings from a national survey, Public Administration Review, 55: 159-168.

Boyne, GA 2001 Planning, Performance and Public Services, Public Administration, 79(1): 73.

Boyne, GA 2002 Public and Private Management: What’s the Difference?, Journal of Management Studies, 39(1): 97-122.

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

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