ЮФУ
ул. М. Горького, 88, к. 211
г.Ростов-на-Дону, Россия
344002
+7 (863) 250-59-54
Адрес электронной почты защищен от спам-ботов. Для просмотра адреса в вашем браузере должен быть включен Javascript.
Адрес электронной почты защищен от спам-ботов. Для просмотра адреса в вашем браузере должен быть включен Javascript.

Механизмы реализации территориальных стратегий в институциональной теории стратегического планирования


TERRA ECONOMICUS, , Том 22 (номер 1),
Цитирование: Тамбовцев В.Л., Рождественская И.А. (2024). Механизмы реализации территориальных стратегий в институциональной теории стратегического планирования. Terra Economicus 22(1), 20–34. DOI: 10.18522/2073-6606-2024-22-1-20-34

В последние десятилетия широкое распространение получили стратегии развития территорий различных масштабов и уровней управления. Вместе с тем вопросы, касающиеся их успешной реализации, остаются недостаточно изученными. Имеющиеся в литературе исследования реализации стратегии фирм позволили выявить ряд позитивно влияющих на нее факторов, таких как положительное отношение работников к фирме и проводимой ею стратегии. Подобные факторы, характеризующие население территорий, где реализуются стратегии их развития, оказывают схожее влияние на выполнение этих стратегий. Однако на территориях действуют региональные и муниципальные образования с разным ресурсным потенциалом и разными способами формирования стратегий, в силу чего упомянутое влияние может быть как существенным, так и малозначимым. Вводится типология ситуаций разработки территориальных стратегий, позволившая связать значимость факторов территориальной идентификации, приверженности территории и стратегического консенсуса с уровнем автономности территории и целями ее стратегии. Предлагается рассматривать реализацию территориальной стратегии как процесс, включающий действия территориальных властей по активации и координации усилий резидентов, направленных на достижение целей стратегии.


Ключевые слова: стратегия развития территории; территориальная идентификация; приверженность территории; стратегический консенсус; реализация стратегии

Список литературы:
  • Гунько М.С., Пивовар Г.А., Аверкиева К.В. (2019). Ревитализация в малых городах Европейской России (на примере Боровичей, Выксы, Ростова). Известия Российской академии наук. Серия географическая (5), 18–31. [Gunko, M., Pivovar, G., Averkieva, K. (2019). Renewal of small cities in European Russia (Case study of Borovichi, Vyksa, Rostov). Izvestiya Rossiiskoi Akademii Nauk. Seriya Geograficheskaya (5), 18–31 (in Russian)].
  • Дмитриев М.Э., Крапиль В.Б. (2020). Тернистый путь стратегического планирования в современной России. Государственная служба ( 2), 22–34. [Dmitriev, M., Krapil, V. (2020). Thorny way of strategic planning in modern Russia. Public Administration (2), 22–34 (in Russian)].
  • Жихаревич Б.С., Прибышин Т.К. (2018). Стратегическое планирование на уровне поселений: факты и мнения, 2016 г. Вопросы государственного и муниципального управления (1), 47–67. [Zhikharevich, B., Pribyshin, T. (2018). Strategic planning in towns and villages: Facts and opinions 2016. Public Administration Issues (1), 47–67 (in Russian)].
  • Леухова М.Г., Грицкевич Т.И. (2022). Региональная идентичность в стратегировании. Стратегирование: теория и практика 2(4), 500–516. [Leukhova, M., Gritskevich, T. (2022). Regional identity in strategy. Strategizing: Theory and Practice 2(4), 500–516 (in Russian)].
  • Тамбовцев В. (2017). Планирование и оппортунизм. Вопросы экономики (1), 22–39. [Tambovtsev, V. (2017). Planning and opportunism. Voprosy Ekonomiki (1), 22–39 (in Russian)].
  • Тамбовцев В.Л. (2000). Контрактная модель стратегии фирмы. М.: ТЕИС. [Tambovtsev, V.(2000). Contractual Model of a Firm Strategy. Moscow: TEIS Publ. (in Russian)].
  • Тамбовцев В.Л., Рождественская И.А. (2020а). Менеджмент качества высшего образования: что означает «качество» и что означает «высшее образование»? Управленец 11(1), 2–14.[Tambovtsev, V., Rozhdestvenskaya, I. (2020a). Higher education quality management: What is “quality” and what is “higher education”? Upravlenets – The Manager 11(1), 2–14 (in Russian)].
  • Тамбовцев В.Л., Рождественская И.А. (2020b). Теория стратегического планирования: институциональный подход. Terra Economicus 18(2), 22–48. [Tambovtsev, V., Rozhdestvenskaya, I. (2020b). Strategic planning theory: An institutional perspective. Terra Economicus 18(2), 22–48 (in Russian)].
  • Шпакова Р.Н. (2018). План мероприятий по реализации стратегии социально-экономического развития региона как документ стратегического планирования: проблемы регулирования и практики применения. Вестник Алтайской академии экономики и права (3), 92–97.[Shpakova, R. (2018). Action plan for the implementation of the strategy of socio-economic development of the region as a document of strategic planning: problems of regulation and practice. Journal of Altai Academy of Economics and Law (3), 92–97 (in Russian)].
  • Ajzen, I., Fishbein, M. (1977). Attitude-behavior relations: A theoretical analysis and review of empirical research. Psychological Bulletin 84(5), 888–918.
  • Al-Kubaisi, N. (2023). The black box of implementing strategic decisions. International Journal of Customer Relationship Marketing and Management 14(1), 1–21.
  • Allen, N., Meyer, J. (1990). The measurement and antecedents of affective, continuance and normative commitment. Journal of Occupational Psychology 63(1), 1–18.
  • Andrews, R., Boyne, G., Walker, R. (2006). Strategy content and organizational performance: An empirical analysis. Public Administration Review 66(1), 52–63.
  • Antipin, I. (2019). Implementation mechanisms of strategies of socio-economic territorial development: methodological approach. R-economy 5(3), 115–122.
  • Antipin, I., Vlasova, N. (2020). Incremental approach to regional strategising: Theory, methodology, practices. Journal of New Economy 21(3), 73–90.
  • Argyris, C. (1989). Strategy implementation: An experience in learning. Organizational Dynamics 18(2), 5–15.
  • Arkes, H., Blumer, C. (1985). The psychology of sunk costs. Organizational Behavior and Human Decision Processes 35(1), 124–140.
  • Ashforth, B., Mael, F. (1989). Social identity theory and the organization. Academy of Management Review 14(1), 20–39.
  • Becker, H. (1960). Notes on the Concept of Commitment. American Journal of Sociology 66(1), 32–40.
  • Beer, M., Eisenstat, R. (2000). The silent killers of strategy implementation and learning. Sloan Management Review 41(4), 29–40.
  • Bolino, M., Klotz, A., Turnley, W. & Harvey, J. (2013). Exploring the dark side of organizational citizenship behavior. Journal of Organizational Behavior 34(4), 542–559.
  • Bourgeois, L., Brodwin, D. (1984). Strategic implementation: Five approaches to an elusive phenomenon. Strategic Management Journal 5(3), 241–264.
  • Bourgeois, L. (1980). Performance and consensus. Strategic Management Journal 1(3), 227–248.
  • Bourgeois, L. (1985). Strategic goals, perceived uncertainty, and economic performance in volatile environments. Academy of Management Journal 28(3), 548–573.
  • Bourne, M., Neely, A., Mills, J., Platts, K. (2003). Why some performance measurement initiatives fail: lessons from the change management literature. International Journal of Business Performance Management 5(2/3), 245–267.
  • Bragaw, N., Misangyi, V. (2022). Disentangling strategic consensus: Strategic consensus types, psychological bonds, and their effects on strategic climate. Academy of Management Review 47(4), 668–691.
  • Burby, R. (2003). Making plans that matter: Citizen involvement and government action. Journal of the American Planning Association 69(1), 33–49.
  • Casey, W., Peck, W., Webb, N., Quast, P. (2014). Are we driving strategic results or metric mania? Evaluating performance in the public sector. International Public Management Review 9(2), 90–106.
  • Chiaburu, D., Oh, I.-S., Berry, C., Li, N., Gardner, R. (2011). The five-factor model of personality traits and organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology 96(6), 1140–1166.
  • Chowdhury, S. (2018). Democratisation of local government planning in Bangladesh. Commonwealth Journal of Local Governance 20, 115–134
  • Dalcher, D. (2019). Strategy execution: Overcoming the alignment trap. In: Dalcher, D. (ed.) Leading the Project Revolution: Reframing the Human Dynamics of Successful Projects. London: Routledge, рр. 155–161.
  • Dess, G. (1987). Consensus on strategy formulation and organizational performance: Competitors in a fragmented industry. Strategic Management Journal 8(3), 259–277.
  • Dimitrijevska-Markoski, T., Breen, J., Nukpezah, J., Mobley, R. (2021). Strategic Planning and Management in Small Municipalities in Mississippi – Implementation, Perceived Benefits, and Determinants of Use. Public Organization Review 21(4), 437–452.
  • Dutton, J., Dukerich, J., Harquail, C. (1994). Organizational images and member identification. Administrative Science Quarterly 39(2), 239–263.
  • Dwi Retnandari, N. (2022). Implementation of strategic planning in regional/municipal governments, obstacles and challenges. Policy & Governance Review 6(2), 155–175.
  • Elbanna, S., Andrews, R., Pollanen, R. (2016). Strategic planning and implementation success in public service organizations: Evidence from Canada. Public Management Review 18(7), 1017–1042.
  • Gardner, D., Pierce, J., Lv, F. (2023). An empirical examination of the genesis of psychological ownership. Merits 3(1), 37–50.
  • Gautam, T., van Dick, R., Wagner, U. (2004). Organizational identification and organizational commitment: distinct aspects of two related concepts. Asian Journal of Social Psychology 7(3), 301–315.
  • George, B. (2021). Successful Strategic Plan Implementation in Public Organizations: Connecting People, Process, and Plan (3Ps). Public Administration Review 81(4), 793–798.
  • González-Benito, J., Aguinis, H., Boyd, B., Suárez-González, I. (2012). Coming to consensus on strategic consensus: A mediated moderation model of consensus and performance. Journal of Management 38(6), 1685–1714.
  • Graham, J. (1991). An essay on organizational citizenship behavior. Employee Responsibilities and Rights Journal 4(4), 249–270.
  • Grandin, J., Sareen, S. (2020). What sticks? Ephemerality, permanence and local transition pathways. Environmental Innovation and Societal Transitions 36, 72–82.
  • Guth, W., MacMillan, I. (1986). Strategy Implementation Versus Middle Management Self-Interest. Strategic Management Journal 7(4), 313–327.
  • Hall, J. (2017). Performance management: Confronting the challenges for local government. Public Administration Quarterly 41(1), 43–66.
  • Hambrick, D., Cannella, A. (1989). Strategy implementation as substance and selling. Academy of Management Executive 3(4), 278–285.
  • Harris, N., Thomas, H. (2004). Planning for a diverse society? A review of the UK government’s Planning Policy Guidance. Town Planning Review 75(4), 473–500.
  • Hickson, D., Miller, S., Wilson, D. (2003). Planned or prioritized? Two options in managing the implementation of strategic decisions. Journal of Management Studies 40(7), 1803–1836.
  • Holmstrom, B., Milgrom, P. (1991). Multitask principal-agent analyses: Incentive contracts, asset ownership, and job design. Journal of Law, Economics, and Organization 7(Spec. Is.), 24–52.
  • Johnsen, Å. (2015). Strategic management thinking and practice in the public sector: A strategic planning for all seasons? Financial Accountability & Management 31(3), 243–268.
  • Kaplan, R., Norton, D. (2000). Having trouble with your strategy? Then map it. Harvard Business Review 78(5), 167–176.
  • Kellermanns, F., Walter, J., Floyd, S., Lechner, C., Shaw, J. (2011). To agree or not to agree? A metaanalytical review of strategic consensus and organizational performance. Journal of Business Research 64(2), 126–133.
  • Kellermanns, F., Walter, J., Lechner, C., Floyd, S. (2005). The lack of consensus about strategic consensus. Journal of Management 31(5), 719–737.
  • Kjærgaard, A. (2009). Organizational identity and strategy: An empirical study of organizational identityʼs influence on the strategy-making process. International Studies of Management & Organization 39(1), 50–69.
  • LaPiere, R. (1934). Attitudes vs. Actions. Social Forces 13(2), 230–237.
  • Lee, S. (1971). An empirical analysis of organizational identification. Academy of Management Journal 14(2), 213–226.
  • Mayhew, M., Ashkanasy, N., Bramble, T., Gardner, J. (2007). A study of the antecedents and consequences of psychological ownership in organizational settings. Journal of Social Psychology 147(5), 477–500.
  • Meyer, J., Stanley, D., Herscovitch, L., Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior 61(1), 20–52.
  • Meyer, J., Allen, N. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review 1(1), 61–89.
  • Meyfroodt, K., Desmidt, S., Goeminne, S. (2019). Do politicians see eye to eye? The relationship between political group characteristics, perceived strategic plan quality, and strategic consensus in local governing majorities. Public Administration Review 79(5), 749–759.
  • Milgrom, P., Roberts, J. (1988). An economic approach to influence activities in organizations. American Journal of Sociology 94(Suppl.), S154–S179.
  • Miller, S., Wilson, D., Hickson, D. (2004). Beyond planning: Strategies for successfully implementing strategic decisions. Long Range Planning 37(3), 201–218.
  • Mitchell, D. (2019). It all depends, but on what? Testing contingency in public strategic implementation. Public Performance & Management Review 42(4), 783–807.
  • Neilson, G., Martin, K., Powers, E. (2008). The secrets to successful strategy execution. Harvard Business Review 86(6), 60–71.
  • Nijs, T., Martinovic, B., Verkuyten, M., Sedikides, C. (2021). “This country is OURS”: The exclusionary potential of collective psychological ownership. British Journal of Social Psychology 60(1), 171–195.
  • Noble, C. (1999). The Eclectic Roots of Strategy Implementation Research. Journal of Business Research 45(2), 119–134.
  • Ostroff, C., Kinicki, A., Muhammad, R. (2013). Organizational culture and climate. In: Weiner, I., Schmitt, N., Highhouse, S. (eds.) Handbook of Psychology, Vol. 12. Industrial-Organizational Psychology. Hoboken, NJ: Wiley, рр. 643–676.
  • Paasi, A. (2013). Regional planning and the mobilization of ‘regional identity’: From bounded spaces to relational complexity. Regional Studies 47(8), 1206–1219.
  • Paasi, A. (1986). The institutionalization of regions: A theoretical framework for the understanding of the emergence of regions and the constitutions of regional identity. Fennia 164(1), 105–146.
  • Pellegrinelli, S., Bowman, C. (1994). Implementing strategy through projects. Long Range Planning 27(4), 125–132.
  • Pierce, J., Kostova, T., Dirks, K. (2001). Toward a theory of psychological ownership in organizations. Academy of Management Review 26(2), 298–310.
  • Pierce, J., Kostova, T., Dirks, K. (2003). The state of psychological ownership: Integrating and extending a century of research. Review of General Psychology 7(1), 84–107.
  • Prieto, V., de Carvalho, M. (2018). Can internal strategic alignment influence performance? An empirical research applying structural equation modelling. Academia Revista Latinoamericana de Administración 31(3), 585–604.
  • Pinto, J., Slevin, D. (1988). Project success: Definitions and measurement techniques. Project Management Journal 19(1), 67–72.
  • Quinn, J. (1978). Strategic change: “Logical incrementalism”. Sloan Management Review 20(1), 7–21.
  • Raagmaa, G. (2002). Regional Identity in Regional Development and Planning. European Planning Studies 10(1), 55–76.
  • Ranjbar, M., Hajipour, B., Rahmati, M., Shahhoseini, M., Yazdani, H. (2021). Identifying the dimensions of the impact of organizational identity on organizational strategy: A meta-synthesis approach. Journal of Business Management 13(1), 21–41.
  • Ritzer, G., Trice, H. (1969). An empirical study of Howard Becker’s side-bet theory. Social Forces 47(4), 475–478.
  • Ross, S. (1973). The economic theory of agency: The principal’s problem. American Economic Review 63(2), 134–139.
  • Seliverstov, V. (2018). Strategic planning and strategic errors: Russian realities and trends. Regional Research of Russia 8(1), 110–120.
  • Semian, M., Chromý, P. (2014). Regional identity as a driver or a barrier in the process of regional development: A comparison of selected European experience. Norwegian Journal of Geography 68(5), 263–270.
  • Sinaga, E., Hidayati, F., Li, Y., Supriyono, B. (2020). Can proper strategic planning guarantee its implementation? A case in a new district in a developing country. Jurnal Kebijakan Dan Administrasi Publik 24(2), 179–196.
  • Steers, R. (1977). Antecedents and Outcomes of Organizational Commitment. Administrative Science Quarterly 22(1), 46–56.
  • Sull, D., Homkes, R., Sull, C. (2015). Why strategy execution unravels – And what to do about it. Harvard Business Review 93(3), 57–66.
  • Sztando, A. (2017). Does the strategic planning of local development results from the motives indicated in literature? Transylvanian Review of Administrative Sciences 51(E), 106–122.
  • Tawse, A., Tabesh, P. (2021). Strategy implementation: A review and an introductory framework.European Management Journal 39(1), 22–33.
  • Van Dyne, L., Graham, J., Dienesch, R. (1994). Organizational citizenship behavior: Construct redefinition, measurement, and validation. Academy of Management Journal 37(4), 765–802.
  • Vandewalle, D., Van Dyne, L., Kostova, T. (1995). Psychological ownership: An empirical examination of its consequences. Group and Organization Management 20(2), 210–226.
  • Wang, Q., Weng, Q., Jiang, Y. (2020). When does affective organizational commitment lead to job performance? Integration of resource perspective. Journal of Career Development 47(4), 380–393.
  • Weick, K. (1987). Substitutes for strategy. In: Teece, D. (ed.). The Competitive Challenge: Strategic Innovation and Renewal. Boston: Ballinger, pp. 221–233.
  • West, C., Schwenk, C. (1996). Top management team strategic consensus, demographic homogeneity and firm performance: A report of resounding nonfindings. Strategic Management Journal 17(7), 571–576.
  • Williamson, O. (1993). Opportunism and its critics. Managerial and Decision Economics 14(2), 97–107.
Издатель: Южный Федеральный Университет
Учредитель: Южный федеральный университет
ISSN: 2073-6606