Achieving organizational transformation: Leadership and strategic planning as a structurational process
通过2014至2023年对一家非营利组织的纵向案例研究，揭示了高层领导如何运用战略规划推动组织转型，实现客户群翻倍和资产增长七倍，强调战略规划与实施的递归非线性本质。
This study examines how organizational leaders deployed strategic planning over time to support organizational transformation and dramatic performance improvements in a mission-driven organizational context. Drawing on a longitudinal case study of a nonprofit from 2014 through 2023, we explore how successive top leaders navigated and reshaped structural aspects of the organization to advance strategic goals. During this period, the organization undertook two strategic planning and implementation cycles, doubled its client base, and increased its assets sevenfold. Using Crosby and Bryson’s operationalization of structuration theory, we analyze how leaders’ actions and the structural context influenced each other to shape evolving mission, vision, internal alignment, external engagement, and organizational effectiveness. Our findings emphasize the recursive, non-linear nature of strategic planning and implementation and the importance of building strategizing infrastructure that can persist through top executives’ transitions and external shocks. This study contributes to theory and practice by reframing strategic planning and implementation as a structurational process, extending strategic leadership research in public and nonprofit contexts, and offering guidance for sustaining strategic momentum for mission-driven nonprofit organizations in complex and shifting environments.