Search

Strategic thinking has evolved from a concept predominantly based on analysis, closely integrated with strategic planning, to a broader mindset, yet it remains strongly 'head based'. The aim of this paper is to explore a context where a broader, more holistic perspective exists, focused on the connection of small‐ and medium‐sized environmental organizations with the natural world, why and how this relationship influences strategic thinking and how it enables organizations to leverage limited resources. The research methodology reflects the rationale that a holistic perspective of strategic thinking is best understood by adopting an interpretivist research philosophy, using an inductive, ethnographic approach, focused on interpreting deep, rich layers of meaning within participant data to inform new theory and existing practice. The triangulated multi‐method approach, within an embedded case study setting, comprised 38 individual interviews and 4 workshops (group interviews, participant observation) drawn from 29 organizations across the United Kingdom. The findings indicate that the strategic thinking process is emergent, complex, interconnected, informal and is embedded within pivotal places alongside governance, strategic planning and other key processes. Participants are driven by a strong embodied personal connection with nature, extending well beyond the cognitive dimension (mind) to a diverse range of sensibilities (heart, body and spirit) and share an experiential process of connection that binds them together as purpose‐ and value‐driven organizations. The implication is that a connection to nature underpins all aspects of the strategic processes within participant organizations and is fundamentally important to decision‐making at all levels, both strategic and implementational. [ABSTRACT FROM AUTHOR]

Radical environmental groups and their members have a wide and varied agenda which often encompasses both local and global issues. In their efforts to call attention to environmental problems, communicate with like-minded groups, and mobilize support for their activities, radical environmental organizations also produce an enormous amount of text, which can be used to estimate the complex communications and task-based networks that underlie these organizations. Moreover, the tactics employed to garnish attention for these groups’ agenda can range from peaceful activities such as information dissemination to violent activities such as fire-bombing buildings. To obtain these varied objectives, radical environmental organizations must harness their networks, which have an important spatial component that structures their ability to communicate, coordinate and act on any given agenda item. Here, we analyze a network built from communications and information provided by the semi-annual “Do or Die” (DoD) magazine published in the UK over a 10 year period in the late 1990s and early 2000s. We first employ structural topic model methods to discover violent and nonviolent actors within the larger environmental community. Using this designation, we then compare the spatial structure of these groups, finding that violent groups are especially likely to engage in coordination and/or communication if they are sufficiently close, but exhibit a quickly decreasing probability of interaction over even a few kilometers. Further, violent and nonviolent groups each have a higher probability of coordination with their own group than across groups over even short distances. In these respects, we see that violent groups are especially local in their organization and that their geographic reach is likely very limited. This suggests that nonviolent environmental groups seek each other out over both large and short distances for communication and coordination, but violent groups tend to be highly localized. [ABSTRACT FROM AUTHOR]