Purpose – The aim of this contribution is to describe a new methodology for designing strategic plans and how it was implemented by ATM, a public transportation agency based in Milan, Italy. Design/methodology/approach – This methodology is founded on a new system theory, called “quantum...

Purpose Organizational learning in higher education institutions depends upon the ability of managers and academics to maintain a flow of knowledge across the structural boundaries of the university. This paper aims to understand the boundary conditions that foster or impede the flow of...

This paper distils practical perspectives from experienced consultants on an integrative framework on organisational learning and performance. The foundation of this framework is governed by behavioural and cognitive learning theories. Convergent interviewing was the methodology used to verify...

Purpose – The purpose of this paper is to present the proposal of a strategy model planning, that is lined up to a system of quality management, being also considered the strategic system of performance measurement balanced scorecard (BSC), that aims the strategy alignment of the...

Purpose – There is currently limited knowledge of the strategic organizational routines such as strategic planning and benchmarking of universities in the Western Balkans (WB). Thus the purpose of this paper is to map perceptions and concerns of institutional leadership about these routines...

Purpose – As the key to value creation, construction firms should treat quality as a strategic issue. However, strategic quality management (SQM) is still a relatively new concept for construction firms. This paper aims to examine the application of the strategic treatise, Sun Tzu's Art of War...

Suggests that voluntary organizations must respond to various changes taking place in order to survive. Many public sector units are being transferred to the independent sector which will mean growth in the voluntary sector, calling for increased professionalism in income generation and...

Hints that performance measurement systems are inaccurate in that what is measured is often not done. Suggests changing plans of measurement can often defeat their achievement; and addresses the problem of devising cost‐effective measurement systems which measure the correct items and minimize...

Details the results of an attempt to identify the impact of a comprehensive management development programme on organizational effectiveness within the health service public sector. Concludes that management development programmes must have a prespecified set of strategically‐linked outcomes,...