Aleh Cherp
Professor, Coordinator of the MESPOM Consortium
SEA and strategy formation theories: from three Ps to five Ps
Author
Summary, in English
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.
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.
Department/s
- The International Institute for Industrial Environmental Economics
Publishing year
2007
Language
English
Pages
624-644
Publication/Series
Environmental Impact Assessment Review
Volume
27
Issue
7
Full text
- Available as DOC - 230 kB
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Document type
Journal article
Publisher
Elsevier
Topic
- Social Sciences Interdisciplinary
Keywords
- Strategy
- SEA
- Strategic initiatives
- Strategy formation theories
- Emergent strategy
- Environmental Assessment
- Strategic Environmental Assessment
Status
Published
Project
- System for Environmental and Agricultural Modelling; Linking European Science and Society
ISBN/ISSN/Other
- ISSN: 0195-9255