 Crafting compromises in a strategising process: a case study of an international development organisationMatthew Hall LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library Abstract: This paper focuses on how organizational members in non-governmental organisations (NGO) can develop credible and legitimate strategic plans and positions out of diverse and conflicting perspectives. Using empirical data drawn from a strategic planning episode in an international development NGO, the study examines the process of ‘crafting compromises’ whereby organizational members make mutual adjustments and concessions to reach consensus on new strategic plans and positions. The analysis shows that two processes facilitate crafting compromises in strategising; being adaptive and responsive to critique as strategic positions are developed, and an ability to forge relevant connections between new strategic proposals and past strategic positions. Keywords: strategising; strategy; compromise; international development; non government organization; case study (search for similar items in EconPapers) Published in Financial Accountability and Management, 3, April, 2017, 33(2), pp. 171-191. ISSN: 0267-4424 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ehl:lserod:62299 Access Statistics for this paper More papers in LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library LSE Library Portugal Street London, WC2A 2HD, U.K.. Contact information at EDIRC. |
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