Strategic planning or muddling through?

The relevance of the strategic planning process to the hospital sector

Richard Gilbert, Jeffrey Braithwaite

Research output: Contribution to journalArticle

3 Citations (Scopus)

Abstract

We review some of the main themes in the literature about managerial strategy
and strategic planning. Attention is paid to the limitations of strategic planning
in the government sector generally and the public hospital system particularly.
The alternative to strategic planning-to adapt a stance that is more pragmatic,
incrementalist and iterative-is considered. A case study of a teaching hospital's
approach to strategy over the last two years is used to provide an empirical
complement to the literature analysis. We conclude that the rational planning
approach has advantages over the adaptive, iterative approach through the
information that it provides to hospital management about the strengths and
weaknesses of the organisation.
Original languageEnglish
Pages (from-to)54-71
Number of pages18
JournalAustralian Health Review
Volume17
Issue number2
Publication statusPublished - 1994
Externally publishedYes

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