Advanced

SEA and strategy formation theories: from three Ps to five Ps

Cherp, Aleh LU ; Watt, Alan and Vinichenko, Vadim (2007) In Environmental Impact Assessment Review 27(7). p.624-644
Abstract
A transition to environmentally sustainable societies should involve a significant and comprehensive —

strategic—change. Much of the promise of SEA is associated precisely with its perceived capacity to facilitate

such a strategic transformation by influencing selected ‘strategic decisions’. This paper examines the potential

effectiveness and limitations of such an approach in light of contemporary organizational strategy theories. Most

of these theories separate ‘strategies’ from ‘decisions’ and also transcend the notion of strategies as formal plans,

policies and programs (PPPs). Instead, they consider strategies as “five Ps”, adding “Position”, “Perspective”,

“Pattern” and “Ploy” to... (More)
A transition to environmentally sustainable societies should involve a significant and comprehensive —

strategic—change. Much of the promise of SEA is associated precisely with its perceived capacity to facilitate

such a strategic transformation by influencing selected ‘strategic decisions’. This paper examines the potential

effectiveness and limitations of such an approach in light of contemporary organizational strategy theories. Most

of these theories separate ‘strategies’ from ‘decisions’ and also transcend the notion of strategies as formal plans,

policies and programs (PPPs). Instead, they consider strategies as “five Ps”, adding “Position”, “Perspective”,

“Pattern” and “Ploy” to the “Plan”. Lessons from organizational strategy formation give rise to the following

challenges for SEA theory and practice:

1. How to assess and influence informal as well as formal aspects of strategic initiatives?

2. How to extend SEA ‘beyond decisions’ to address ‘emergent strategies’ where strategic action is not

necessarily preceded by a decision?

3. How to ensure that knowledge provided as a result of SEA is strategically relevant and communicated to

key players in strategy formation?

4. How to deal with an uncontrollable and unpredictable environment in which strategic initiatives unfold?

5. How to recognize those situations when SEA can have most strategic influence?

This paper takes a step towards examining these challenges by exploring the intellectual history of SEA

in light of the main strategy formation theories and by identifying directions in which the SEA discourse

may be further enhanced to meet these five challenges. (Less)
Please use this url to cite or link to this publication:
author
organization
publishing date
type
Contribution to journal
publication status
published
subject
keywords
Strategy, SEA, Strategic initiatives, Strategy formation theories, Emergent strategy, Environmental Assessment, Strategic Environmental Assessment
in
Environmental Impact Assessment Review
volume
27
issue
7
pages
624 - 644
publisher
Elsevier
external identifiers
  • wos:000249566600004
  • scopus:34548124562
ISSN
0195-9255
DOI
10.1016/j.eiar.2007.05.008
project
SEAMLESS
language
English
LU publication?
yes
id
1d433073-ae83-46b2-b9fc-77f5689a9bfe (old id 627649)
date added to LUP
2007-12-18 11:50:27
date last changed
2017-08-13 04:21:18
@article{1d433073-ae83-46b2-b9fc-77f5689a9bfe,
  abstract     = {A transition to environmentally sustainable societies should involve a significant and comprehensive —<br/><br>
strategic—change. Much of the promise of SEA is associated precisely with its perceived capacity to facilitate<br/><br>
such a strategic transformation by influencing selected ‘strategic decisions’. This paper examines the potential<br/><br>
effectiveness and limitations of such an approach in light of contemporary organizational strategy theories. Most<br/><br>
of these theories separate ‘strategies’ from ‘decisions’ and also transcend the notion of strategies as formal plans,<br/><br>
policies and programs (PPPs). Instead, they consider strategies as “five Ps”, adding “Position”, “Perspective”,<br/><br>
“Pattern” and “Ploy” to the “Plan”. Lessons from organizational strategy formation give rise to the following<br/><br>
challenges for SEA theory and practice:<br/><br>
1. How to assess and influence informal as well as formal aspects of strategic initiatives?<br/><br>
2. How to extend SEA ‘beyond decisions’ to address ‘emergent strategies’ where strategic action is not<br/><br>
necessarily preceded by a decision?<br/><br>
3. How to ensure that knowledge provided as a result of SEA is strategically relevant and communicated to<br/><br>
key players in strategy formation?<br/><br>
4. How to deal with an uncontrollable and unpredictable environment in which strategic initiatives unfold?<br/><br>
5. How to recognize those situations when SEA can have most strategic influence?<br/><br>
This paper takes a step towards examining these challenges by exploring the intellectual history of SEA<br/><br>
in light of the main strategy formation theories and by identifying directions in which the SEA discourse<br/><br>
may be further enhanced to meet these five challenges.},
  author       = {Cherp, Aleh and Watt, Alan and Vinichenko, Vadim},
  issn         = {0195-9255},
  keyword      = {Strategy,SEA,Strategic initiatives,Strategy formation theories,Emergent strategy,Environmental Assessment,Strategic Environmental Assessment},
  language     = {eng},
  number       = {7},
  pages        = {624--644},
  publisher    = {Elsevier},
  series       = {Environmental Impact Assessment Review},
  title        = {SEA and strategy formation theories: from three Ps to five Ps},
  url          = {http://dx.doi.org/10.1016/j.eiar.2007.05.008},
  volume       = {27},
  year         = {2007},
}