Organization Management Journal
Abstract
Across the world, public and non-profit sector leaders face an extremely turbulent socio-political-economic environment. This environment creates additional risks and uncertainties for organizations and may hinder a leader’s ability to act strategically. Addressing these complex, constantly evolving conditions requires leaders to develop processes that involve the organization’s stakeholders and that create organizational conditions for self-generation, creativity, resilience and action planning. In this paper we provide an organizational-level, integrative framework for the strategic transformation of public and non-profit organizations to assist leaders who are committed to effective stewardship of their organizations. The Strategic Transformation Process involves an intense dialogue among organizational stakeholders designed to create a new vision, negotiate priorities, minimize risk, and create action plans and a commitment for change.
Recommended Citation
Davis, Elizabeth B.; Kee, James; and Newcomer, Kathryn
(2010)
"Strategic transformation process: Toward
purpose, people, process and power,"
Organization Management Journal: Vol. 7:
Iss.
1, Article 10.
Available at:
https://scholarship.shu.edu/omj/vol7/iss1/10