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Broad‐based consensus building

Evan M. Berman (Department of Public Administration, University of Central Florida, Orlando, USA, and)
William B. Werther Jr (School of Business Administration, University of Miami, Coral Gables, Florida, USA)

International Journal of Public Sector Management

ISSN: 0951-3558

Article publication date: 1 June 1996

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Abstract

Discusses the purposes, structure, processes, and pitfalls associated with government‐business alliances built through very broad‐based strategic planning. The need for these aliances often arises from issues or threats that neither party can resolve by itself. Geovernment and business alliances exist in all societies, varying only in frequency of use and effectiveness. Very broad‐based strategic planning (VBBSP) efforts seek a broad consensus through an inclusionary approach that reaches out to embrace representatives of the relevant constituencies. Paralleling the examination of VBBSP skills and efforts, addresses the use of VBBSP approaches as a technique for developing an organizational vision among various constituents who make up an organization. Concludes not only that government‐business alliances are common and essential but also that VBBSP may be the most effective way to address the different processes and outcomes related to these alliances. VBBSP also offers considerable promise for building intra‐organizational consensus.

Keywords

Citation

Berman, E.M. and Werther, W.B. (1996), "Broad‐based consensus building", International Journal of Public Sector Management, Vol. 9 No. 3, pp. 61-72. https://doi.org/10.1108/09513559610124496

Publisher

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MCB UP Ltd

Copyright © 1996, Company