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Emergent Strategic Management and Planning Mechanisms in Complex Adaptive Systems

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  • Tony Bovaird

Abstract

Complexity theory demonstrates that there are fundamental conceptual difficulties in the concepts of ‘planning' in any open system which contains a significant level of decentralization of decision making. This paper presents a revised conceptual framework for strategic management in the public domain, consistent with the restrictions on ‘system predictability' inherent in complex adaptive systems -- a strategic shaping and ‘meta-planning' role, rather than strategic planning. The article illustrates how this reconceptualized role can be applied in a case study of Best Value (BV) in local government in the UK from 1997 onwards. It shows how the behaviours and strategies of agents owed at least as much to emergent complex interactions within the policy system as to the cognitive processes occurring in any one agency. This underlines the weaknesses of over-elaborate analysis of single agency interventions into public policy, strategy or governance within policy systems whose interactions are only partially understood.

Suggested Citation

  • Tony Bovaird, 2008. "Emergent Strategic Management and Planning Mechanisms in Complex Adaptive Systems," Public Management Review, Taylor & Francis Journals, vol. 10(3), pages 319-340, May.
    • Handle: RePEc:taf:pubmgr:v:10:y:2008:i:3:p:319-340
    DOI: 10.1080/14719030802002741
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    Citations

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    Cited by:

    1. Bert George, 2017. "Does strategic planning ‘work’ in public organizations? Insights from Flemish municipalities," Public Money & Management, Taylor & Francis Journals, vol. 37(7), pages 527-530, November.
    2. Richard Austin & Guy Garrod & Nicola Thompson, 2016. "Assessing the performance of the national park authorities: a case study of Northumberland National Park, England," Public Money & Management, Taylor & Francis Journals, vol. 36(5), pages 325-332, July.
    3. Jennifer C Hunter & Jane E Yang & Adam W Crawley & Laura Biesiadecki & Tomás J Aragón, 2013. "Public Health Response Systems In-Action: Learning from Local Health Departments’ Experiences with Acute and Emergency Incidents," PLOS ONE, Public Library of Science, vol. 8(11), pages 1-13, November.
    4. André Botequilha-Leitão, 2012. "Eco-Polycentric Urban Systems: An Ecological Region Perspective for Network Cities," Challenges, MDPI, vol. 3(1), pages 1-42, April.
    5. Demirel Demokaan, 2018. "Rethinking Performance Management Practices in Local Administrations? An Evaluation of BV, CPA, And WPI Practices in the United Kingdom," Foundations of Management, Sciendo, vol. 10(1), pages 87-98, July.
    6. Bernardo A. Furtado & Miguel A. Fuentes & Claudio J. Tessone, 2019. "Policy Modeling and Applications: State-of-the-Art and Perspectives," Complexity, Hindawi, vol. 2019, pages 1-11, February.
    7. Fanny Salignac & Tracy Wilcox & Axelle Marjolin & Sarah Adams, 2018. "Understanding Collective Impact in Australia: A new approach to interorganizational collaboration," Australian Journal of Management, Australian School of Business, vol. 43(1), pages 91-110, February.
    8. Peter Aagaard, 2011. "The global institutionalization of microcredit," Regulation & Governance, John Wiley & Sons, vol. 5(4), pages 465-479, December.
    9. Madureira Simaens, Ana, 2015. "Responding to complexity : A systems approach to strategy and interorganizational networks in the context of third sector organizations," Other publications TiSEM 84077bdb-a62a-478f-ba4e-4, Tilburg University, School of Economics and Management.

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