https://orcid.org/0000-0002-0587-1732
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ABSTRACT
Rational planning practices are believed to improve strategy implementation monitoring on the condition that viewpoints accrued from strategic plans and performance information are shared (i.e. strategic voice). However, empirical evidence explaining if and how the use of strategic plans and performance information stimulates governing board members’ strategic voice is lacking. Therefore we hypothesize, based on information processing theory and self-efficacy theory, that the intertwined relationship between strategic plan and performance information use stimulates perceived self-efficacy which, in turn, triggers strategic voice. Results, based on data from 536 Flemish local councillors of 246 local authorities in Belgium, confirm this overarching idea.
Supplemental data
Supplemental data for this article can be accessed https://doi.org/10.1080/14719037.2019.1699949
Disclosure statement
No potential conflict of interest was reported by the authors.
Additional information
Notes on contributors
Kenn Meyfroodt
Kenn Meyfroodt is a doctoral researcher in strategic management in the Faculty of Economics and Business Administration, Ghent University, Belgium. His research focuses on strategic planning processes, decision making, and the role of strategic consensus in public strategic decision-making teams.
Sebastian Desmidt
Sebastian Desmidt is associate professor of strategic management in the Faculty of Economics and Business Administration, Ghent University, Belgium. His research focuses on the effectiveness of strategic management instruments and strategic planning processes, the determinants of strategic consensus, and the motivational power of mission valence in public and non-profit organizations.