Collaborative development of enterprise policy: A process model for developing evidence-based policy recommendations using community focused strategic conversations and SERVQUAL

Megan Woods, Morgan Parker Miles

Research output: Contribution to journalArticle

3 Citations (Scopus)
4 Downloads (Pure)

Abstract

Purpose: The aim of this paper is to integrate an augmented version of the Thompson et al. model of enterprise policy, delivery, practice and research with services marketing models including SERVQUAL and strategic conversations; and demonstrate a practical application of the analysed through the application of N-Vivo qualitative data classification software to create more satisfying enterprise policy recommendations that better reflect the voices of SMEs and other stakeholders. Design/methodology/approach: A five-stage iterative process model to integrate stakeholder input into enterprise policy recommendations is developed through integrating services marketing theory and the Thompson et al. model into a field study of community conversations hosted by the Tasmanian Department of Economic Development, Tourism and the Arts, Regional Development Australia's Tasmanian committee, and local governments. Findings: The five-stage iterative model leverages strategic conversations, analysis (through N-Vivo), comments and revisions, recommendation co-creation, and policy assessment using SERQUAL to craft more satisfying policy recommendations. Research limitations/implications: The first limitation was the time and costs associated with conducting the community consultation workshops and analysing the data. The second limitation was the inability to craft policy quickly in response to a changing environment due to the time taken to collect and transcribe the data, undertake the analysis, and develop and report policy recommendations. The third limitation was the complexity of coordinating three levels of government, which took time and effort because each level had different interests and time frames and were at times distracted by other priorities. Originality/value: This paper contributes to better enterprise policy by providing a process model developed using both theory and a field study to illustrate how policy makers can co-develop policy that is more satisfying to policy stakeholders.

Original languageEnglish
Pages (from-to)174-189
Number of pages16
JournalInternational Journal of Public Sector Management
Volume27
Issue number3
DOIs
Publication statusPublished - 2014

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conversation
community
evidence
stakeholder
marketing theory
conversation analysis
field of study
regional development
marketing
recommendation
policy
Tourism
art
time
methodology
costs
local government
economics
economic development
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Cite this

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abstract = "Purpose: The aim of this paper is to integrate an augmented version of the Thompson et al. model of enterprise policy, delivery, practice and research with services marketing models including SERVQUAL and strategic conversations; and demonstrate a practical application of the analysed through the application of N-Vivo qualitative data classification software to create more satisfying enterprise policy recommendations that better reflect the voices of SMEs and other stakeholders. Design/methodology/approach: A five-stage iterative process model to integrate stakeholder input into enterprise policy recommendations is developed through integrating services marketing theory and the Thompson et al. model into a field study of community conversations hosted by the Tasmanian Department of Economic Development, Tourism and the Arts, Regional Development Australia's Tasmanian committee, and local governments. Findings: The five-stage iterative model leverages strategic conversations, analysis (through N-Vivo), comments and revisions, recommendation co-creation, and policy assessment using SERQUAL to craft more satisfying policy recommendations. Research limitations/implications: The first limitation was the time and costs associated with conducting the community consultation workshops and analysing the data. The second limitation was the inability to craft policy quickly in response to a changing environment due to the time taken to collect and transcribe the data, undertake the analysis, and develop and report policy recommendations. The third limitation was the complexity of coordinating three levels of government, which took time and effort because each level had different interests and time frames and were at times distracted by other priorities. Originality/value: This paper contributes to better enterprise policy by providing a process model developed using both theory and a field study to illustrate how policy makers can co-develop policy that is more satisfying to policy stakeholders.",
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