Journal of Iranian Public Administration Studies

Journal of Iranian Public Administration Studies

Challenges of Strategic Consensus from the Perspective of Public Managers: Applying Social Network Analysis Methodology

Document Type : Original Article

Authors
Shahnaz Akbari emami 1
Bahareh Abedin 2
Mona Jamipour 3
1 Assistant Professor, Department of Management, Faculty of Humanities, Hazrat Masoumeh University, Qom, Iran.
2 Assistant Professor, Department of Executive Management, Faculty of Economic and Administrative Sciences, University of Mazandaran, Babolsar, Iran.
3 Associate Professor, Department of Management, Faculty of Humanities, Hazrat Masoumeh University, Qom, Iran.
10.22034/jipas.2024.409413.1630
Abstract
Strategic consensus is a crucial starting point in developing strategic planning, and its absence indicates a divergence in thoughts and beliefs regarding an organization’s strategic preferences and envisioned future. The primary objective of this study is to illustrate the application of social network analysis in addressing the challenges faced by managers in achieving the critical variable of strategic consensus in strategy formulation and implementation by understanding managers' insights on this matter. By applying social network analysis methodology, with a focus on the relationships among members, a deep understanding of the interactions and connections among decision-makers is achieved. The study population consists of public sector managers sharing and describing their experiences. In the first phase, qualitative data was collected through purposive sampling, with semi-structured individual interviews conducted with nine decision-making managers. The research findings, using thematic analysis, were categorized into 43 indicators, 8 components, and 3 main dimensions. The three identified dimensions are human characteristics, decision-making processes, and organizational structure. The components within the human characteristics dimension include cognitive gaps, individual inefficiencies, and intra-group inefficiencies; those within the decision-making process dimension include analytical paralysis, inefficiencies in the decision-making system, and decision-making dynamics. Additionally, the organizational structure dimension encompasses components such as conflict of interest and symbolic commitment at the strategic level. In the second phase, using social network analysis and the concept of centrality (internal, external, and intermediary), the key challenges were identified. Accordingly, the challenge of "lack of belief in the impact of informal social connections within the organization (networking)" had the highest external centrality. Based on internal centrality, the challenge of "lack of consensus-seeking behavior in the group" was most influenced by other challenges. Additionally, the challenge of "misaligned and conflicting priorities" exhibited the highest intermediary centrality.
Keywords
Strategic Behaviour
Strategic Consensus
Public Managers
Social Network Analysis
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  • Receive Date 05 September 2023
  • Revise Date 02 January 2024
  • Accept Date 13 February 2024