Management in developing countries is frequently characterized by reactive response to crises and firefighting. This reactive stance can be modified if managers incorporate the concepts and techniques of strategic management into their implementation toolkits. This article provides both a rationale and a suggested approach for integrating strategic management and operational administration in developing country organizations. The constraints to strategic management are also discussed. The application of the approach is briefly illustrated in the case of helping an African public sector agency build strategic alliances. Copyright

Additional Metadata
Persistent URL dx.doi.org/10.1016/0305-750X(96)00055-1
Journal World Development
Citation
Kiggundu, M. (1996). Integrating strategic management tasks into implementing agencies: From firefighting to prevention. World Development, 24(9 SPEC. ISS.), 1417–1430. doi:10.1016/0305-750X(96)00055-1