Social dynamics and the strategy process: Bridging or creating a divide between trustees and staff?

Nonprofit and Voluntary Sector Quarterly

Volumn 40, Issue 1, 2011, Pages 33-56

  Chadwick Coule, Tracey ^a  

^a SHEFFIELD HALLAM UNIVERSITY   (United Kingdom)

Author keywords

critical management studies; culture; strategic decision making; strategy process; trustee staff dynamics

Indexed keywords

EID: 78650971083     PISSN: 08997640     EISSN: None     Source Type: Journal    
DOI: 10.1177/0899764009354646     Document Type: Article

References (61)

1. Adler, P.S., Forbes, L.C., & Willmott, H. (2007). Chapter 3: Critical management studies. The Academy of Management Annals, 1, 119-179.
2. Alegria, R. (2005). The appreciative perspective of the future. Journal of Futures Studies, 10(1), 101-108.
3. Alvesson, M., & Willmott, H.C. (1996). Making Sense of Management: A critical introduction. London: Sage.
4. Bryson, J.M. (1988). Strategic Planning and Non-Profit Organisations: A guide to strengthening and sustaining organisational achievement. San Francisco, CA: Jossey-Bass.
5. Bryson, J.M. (1995). Strategic planning for public and non-profit organizations. San Francisco: Jossey-Bass.
6. Buse, R. (1993). Strategic planning in the charity context. In J. Harrow, A. Hind, & P. Palmer (Eds.), Charity managers and charity trustees: Meeting the challenges of the 1990s (pp. 31-47). London: National Council for Voluntary Organisations Publications.
7. Butler, R.J., & Wilson, D.C. (1990). Managing voluntary and non-profit organisations. London: Routledge.
8. Candy, S. (2005). Open space for futures: A brief introduction. Journal of Futures Studies, 10(1), 109-114.
9. Carver, J. (1990). Boards that make a difference. San Francisco: Jossey Bass.
10. Chapman, J. (2002). System failure. London: Demos.
11. Clawson, J.G. (1996). Mentoring in the information age. Leadership and Organization, 17(3), 6-15.
12. Coffey, A., & Atkinson, P. (1996). Making sense of qualitative data: Complementary research strategies. London: Sage.
13. Cornforth, C. (2003). The governance of public and non-profit organisations: What do boards do? London: Routledge.
14. Coule, T.M. (2007, September). Developing strategies for sustainability: Implications for governance and accountability. 13th Researching the Voluntary Sector Conference Proceedings, NCVO/VSSN, London.
15. Darwin, J., Johnson, P., & McAuley, J. (2002). Developing strategies for change. Upper Saddle River, NJ: Prentice Hall.
16. Dey, I. (1993). Qualitative data analysis: A user-friendly guide for social scientists. London: Routledge.
17. Dingwall, R. (1997). Accounts, interviews and observations. In G. Miller & R. Dingwall (Eds.), Context and method in qualitative research (pp. 51-65). London: Sage.
18. Eccles, R.G., Nohria, N., & Berkley, J.D. (1992). Beyond the hype. Cambridge, MA: Harvard Business School.
19. Edwards, A., & Talbot, R. (1999). The hard-pressed researcher: A research handbook for the caring professions (2nd ed.). Harlow, UK: Pearson Education.
20. Feagin, J., Orum, A., & Sjoberg, G. (1991). A case for case study. Chapel Hill: University of North Carolina Press.
21. Fischer, F. (1990). Technocracy and the politics of expertise. Newbury Park, CA: Sage.
22. Forrester, J. (1989). Planning in the face of power. Berkeley: University of California Press.
23. Fossey, E., Harvey, C., McDermott, F., & Davidson, L. (2002). Understanding and evaluating qualitative research. Australian and New Zealand Journal of Psychiatry, 36, 717-732.
24. Foucault, M. (1977). Discipline and punish: The birth of the prison (A. Sheridan, Trans.). New York: Penguin.
25. Fournier, V., & Grey, C. (2000). At the critical moment: Conditions and prospects for critical management studies. Human Relations, 53(1), 7-32.
26. Fowler, A. (2000). The virtuous spiral: A guide to sustainability for NGOs in international development. London: Earthscan Publications.
27. Frankland, J., & Bloor, M. (1999). Some issues arising in the systematic analysis of focus group materials. In R. S. Barbour & J. Kitzinger (Eds.), Developing focus group research: Politics, theory and practice (pp. 144-155). Thousand Oaks, CA: Sage.
28. Gann, N. (1996). Managing change in voluntary organisations: A guide to practice. Buckingham, UK: Open University Press.
29. Garvey, R., & Williamson, B. (2002). Beyond knowledge management: Dialogue, creativity and the corporate curriculum. Upper Saddle River, NJ: Prentice Hall.
30. Governance Hub. (2005). Good governance: A code for the voluntary and community sector. London: NCVO.
31. Governance Hub. (2007). Better governance: An introduction to measuring and improving board effectiveness. London: NCVO.
32. Grey, C. (2005). A very short, fairly interesting and reasonably cheap book about studying organisations. London: Sage.
33. Guba, E., & Lincoln, Y.S. (1985). Naturalistic enquiry. Beverly Hills, CA: Sage.
34. Hamel, G. (1997). Killer strategies that make shareholders rich. Fortune, 70-88.
35. Hudson, M. (1999). Managing without profit: The art of managing third-sector organisations. London: Directory of Social Change.
36. Hudson, M. (2003). Managing at the leading edge: New challenges in managing nonprofit organisations. London: Directory of Social Change.
37. Jackson, M.C. (2001). Critical systems thinking and practice. European Journal of Operational Research, 128, 233-244.
38. Jackson, A.C., & Donovan, F. (1999). Managing to survive: Managerial practice in not-for profit organisations. Buckingham, UK: Open University Press.
39. Jeavons, T.H. (1992). When the management is the message: Relating values to management practice in non-profit organisations. Nonprofit Management & Leadership, 2, 403-417.
40. Johnson, P., & Duberley, J. (2000). Understanding management research. London: Sage.
41. Kanter, R.M. (1977). Men and women of the corporation. New York: Basic Books.
42. Kellock-Hay, G., Beattie, R.S., Livingstone, R., & Munro, P. (2001). Change, HRM and the voluntary sector. Employee Relations, 23, 240-255.
43. Kendall, J., & Knapp, M. (1995). A loose and baggy monster? Boundaries, definitions and typologies. In J. D. Smith, C. Rochester, & R. Hedley (Eds.), An introduction to the voluntary sector (pp. 66-95). London: Routledge.
44. Leat, D. (1993). Managing across sectors. London: VOLPROF.
45. Martin, J. (2002). Organizational Culture: Mapping the terrain. Thousand Oaks, CA: Sage.
46. Marx, K. (1984). Capital III. London: Lawrence & Wishart.
47. McAuley, J., Johnson, P., & Duberley, J. (2007). Organization theory: Challenges and perspectives. Harlow, UK: Pearson Education.
48. Mintzberg, H. (1994). The rise and fall of strategic planning. New York: Free Press.
49. Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy safari: The complete guide through the wilds of strategic management. Upper Saddle River, NJ: Prentice Hall.
50. Osborne, S. (1996). What kind of training does the voluntary sector need? In D. Billis & M. Harris (Eds.), Voluntary Agencies: Challenges of organisation and management (pp. 200-221). New York: MacMillan.
51. Porter, M. (1990). The competitive advantage of nations. New York: Free Press.
52. Rice, P.L., & Ezzy, D. (1999). Qualitative research methods, a health focus. Oxford, UK: Oxford University Press.
53. Ridley-Duff, R., & Chadwick-Coule, T.M. (in press). Governance, HRM and employee relations. In Understanding social enterprise: Theory and practice. London: Sage.
54. Schön, D.A., & Rein, M. (1994). Frame reflection. New York: Basic Books.
55. Soy, S.K. (1997). The case study as a research method. Unpublished paper, University of Texas at Austin.
56. Spaul, M.W.J. (1996). Critical systems thinking and new social movements: A perspective from the theory of communicative action. Systems Practice, 9, 317-332.
57. Stacey, R.D. (2001). Complex responsive processes in organisations-Learning and knowledge creation. London: Routledge.
58. Tesch, R. (1990). Qualitative research: Analysis types and software tools. London: Falmer.
59. Watson, T. (1994) In search of management. London: Routledge.
60. Wright, P., Pringle, C., & Kroll, M. (1992). Strategic management text and cases. Boston: Allyn & Bacon.
61. Yin, R. (2003). Case study research: Design and methods (3rd ed.). Thousand Oaks, CA: Sage.