The Collective Process and Memory of Strategic Management

The Collective Process and Memory of Strategic Management

Juha Kettunen (Turku University of Applied Sciences, Finland)
Copyright: © 2009 |Pages: 16
DOI: 10.4018/978-1-59904-540-5.ch011
OnDemand PDF Download:


This study analyses how strategic management is integrated with budgeting in the cities using the Balanced Scorecard approach, which provides a general framework to communicate and implement strategies. The approach is useful in accomplishing the strategic objectives, measures, and targets decided by city councils. It is important to align the strategic plans of various units at the different organizational levels of the city and link them together in the budgeting process, which is the main management system in most public sector organizations. The study shows how the electronic collaborative technologies can support strategic planning, implementation, and preservation of organizational knowledge. The management information system provides a platform to integrate organizational knowledge and development to facilitate strategic management.
Chapter Preview


Cities, like many other public sector organizations typically emphasize the strategy of focusing attention and resources on the most promising fields to create economic growth and welfare for their residents. Another typical strategy features the operations excellence theme. The public sector organizations take their mission as given and try to reduce their costs, improve quality and do so more efficiently using their fixed annual budgets. The cost-efficiency strategy means that the organization delivers a combination of costs and quality that is recognized by the taxpayers. These strategies have been presented in a generic form by Porter (1990, 1996).

There are numerous variations regarding the focus and cost-efficiency strategies, because they are unique to the organization and its environment. Managing cities in complex and changing environments is a demanding task. The effective implementation of strategies should affect the behavior of people in the organization. Skilled managers try to process information from a large number of indicators to manage their organization. There is a need for rational measures of accountability and effectiveness in the public sector.

Budgeting is the primary management system in most public organizations. The financial objectives of an organization should be aligned and linked together with the other objectives of strategic planning, because financial objectives are critical in achieving non-financial objectives. If financial resources remain remote from the other objectives, the organization will not function in a consistent and coherent way to achieve the desired outcomes. In most cases the financial objectives can be achieved by allocating the existing funding in a new way.

The Balanced Scorecard approach was developed by Kaplan and Norton (1992, 1993, 1996). It is a representation of the organization’s shared vision and strategy. The Balanced Scorecard helps the organization to define its strategic objectives and measures which communicate the direction of the organization to the desired future state and translate the strategy into action. The strategy must be communicated and understood before it can be implemented.

A city is a complex federation of quasi-independent entities with varying levels of discretion right down to the “street-level bureaucrat” endowing individuals with considerable amounts of power. The Balanced Scorecard enables the cities to bridge a major gap between the strategy and its implementation. It enables the management of the cities to establish and communicate the direction to the future both at the citywide and lower organizational levels. The decision-makers should achieve a consensus among themselves about what their vision and strategy mean. An important barrier to the implementation of the strategy is that the organization cannot translate the strategy into action if it cannot be understood by those persons who are going to implement it.

It is important to develop organization memory to promote strategic management. Organization memory is stored information from the organization’s history that can be brought to bear on present decisions (Walsh and Ungson, 1991). The storage or information in organization memory is influenced by the environmental matters and internal social construction of meanings. It is obvious that the stored information about the past events and plans influences the creation of the new strategic plan. An agreement within an organization about past success is a challenge to bring innovative aspects, but if the environment changes new directions must be taken.

The purpose of this study is to show how strategic management can be integrated with the traditional budgeting in the cities at the various organizational levels. The study presents the case of the City of Turku, which is located in Southwest Finland in the middle of the Baltic Sea Region. The City Council has decided in its strategy to improve its competitive advantage and the sustainable development of the region. It also emphasizes the welfare and quality of life. In addition it wants to emphasize the role of education, knowledge creation and entrepreneurship as driving forces for a better future.

Complete Chapter List

Search this Book:
Editorial Advisory Board
Table of Contents
Nick Bontis
John P. Girard
John P. Girard
Chapter 1
Peter Stoyko
This chapter describes how organizational culture is both a “vessel” for preserving organizational memory and a force that conditions the way... Sample PDF
Organizational Culture and the Management of Organizational Memory
Chapter 2
Nicholas N. Bowersox
Recent business practices over the past decade have been tainted with corporate restructuring strategies such as downsizing, reorganizations, and... Sample PDF
Downsizing and Building Organizational Memory: A Paradoxical Relationship between “Brain-Drain” and “Brain-Gain”
Chapter 3
Nicholas P. Robinson, Prescott C. Ensign
This chapter argues that a trusting corporate culture predicated on values that emphasize sharing and encourage interactions amongst stakeholders at... Sample PDF
Effective Stakeholder Knowledge Sharing for Effective Organizational Memory
Chapter 4
Jerry Westfall
This chapter discusses the revision of the SECI model originally based on Japanese organizational culture into a model based on American... Sample PDF
Revising the SECI Model for American Organizational Culture
Chapter 5
Parissa Haghirian
A growing interest in the various aspects of knowledge transfer within multinational corporations has been evidenced by a recent surge in empirical... Sample PDF
Knowledge Transfer within Multinational Corporations: An Intercultural Challenge
Chapter 6
Patrice Dunckley, Suzanne Roff-Wexler
This chapter provides perspective and practical techniques that individuals and organizations can use to maximize knowledge transfer efforts. It... Sample PDF
Valuing a Multiplicity of Views: How to Tap Informal Networks to See the (W)hole
Chapter 7
Haris Papoutsakis
This chapter explores the ways that Knowledge Sharing Networks support the flow of organizational knowledge within a firm. Based on the assumption... Sample PDF
Organizational Knowledge Sharing Networks
Chapter 8
Raul M. Abril, Ralf Müller
This chapter suggests established research approaches to capture and validate project lessons learned. Past research indicates that due to the... Sample PDF
Lessons Learned as Organizational Project Memories
Chapter 9
Jerry Westfall
This chapter discusses employee recall due to training presentations. Recall is an employee’s ability to remember what they knew or have learned via... Sample PDF
Will You Recall What You Knew?
Chapter 10
Maria de los Angeles Martin, Luis Olsina
With the aim to manage and retrieve the organizational knowledge, in the last years numerous proposals of models and tools for knowledge management... Sample PDF
Added Value of Ontologies for Modeling an Organizational Memory
Chapter 11
Juha Kettunen
This study analyses how strategic management is integrated with budgeting in the cities using the Balanced Scorecard approach, which provides a... Sample PDF
The Collective Process and Memory of Strategic Management
Chapter 12
Kimiz Dalkir
Research on how organizational memories can be created, preserved and made available for future reuse in NPOs is presented. An initial review of the... Sample PDF
Organizational Memory Challenges Faced by Non-Profit Organizations
Chapter 13
Susan G. McIntyre
The case study of the Chemical, Biological, Radiological-Nuclear, and Explosives (CBRNE) Research and Technology Initiative (CRTI), a Canadian... Sample PDF
Creating and Sustaining Meta Organizational Memory: A Case Study
Chapter 14
David Bennet, Alex Bennet
This chapter begins with a brief discussion of the basic concepts related to the unconscious life of an organization, and then addresses specific... Sample PDF
Associative Patterning: The Unconscious Life of an Organization
Chapter 15
Michael JD Sutton
This chapter introduces the research domain of knowledge management educational programs and issues associated with the preservation of knowledge... Sample PDF
A Manifesto for the Preservation of Organizational Memory Associated with the Emergence of Knowledge Management Educational Programs
Chapter 16
Marie-Hélène Abel
Learning can be considered an outcome associated with acquiring new competencies (Sicilia, 2005) and adding new knowledge. A competence is a way to... Sample PDF
An Organizational Memory Tool for E-Learning
Chapter 17
Sajjad M. Jasimuddin, N.A.D. Connell, Jonathan H. Klein
It is generally recognized that Walsh and Ungson (1991) “provided the first integrative framework for thinking about organizational memory”... Sample PDF
Understanding Organizational Memory
Chapter 18
Les Miller, Sree Nilakanta, Yunan Song, Lei Zhu, Ming Hua
Organizational memories play a significant role in knowledge management, but several challenges confront their use. Artifacts of OM are many and... Sample PDF
Managing Knowledge in Organizational Memory Using Topic Maps
About the Contributors