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H. Priemus, F. Dieleman, D. Clapham (1999)
Current developments in social housing managementNetherlands journal of housing and the built environment, 14
E. Ferlie (2006)
Quasi Strategy: Strategic Management in the Contemporary Public Sector
R.A. Van den Broeke
Strategisch voorraadbeleid van woningcorporaties: informatievoorziening en instrumenten (“Strategic Asset Management of Housing Associations: Information Provision and Instruments”)
V. Gruis, N. Nieboer, Andrew Thomas (2004)
Strategic Asset Management in the Social Rented Sector: Approaches of Dutch and English Housing AssociationsUrban Studies, 41
P. Boelhouwer (2002)
Trends in Dutch Housing Policy and the Shifting Position of the Social Rented SectorUrban Studies, 39
V. Gruis, N. Nieboer
Asset Management in the Social Rented Sector; Policy and Practice in Europe and Australia
K. Scanlon, M. Arrigoitia, C. Whitehead (2007)
Social housing in EuropeLSE Research Online Documents on Economics
P. Van Os
Het vastgoedbeleid van wooncorporaties doorgelicht (‘Real Estate Policy of Housing Associations Investigated’)
William Winston (1994)
Strategic Planning for Not-for-Profit Organizations
V. Gruis, N. Nieboer (2004)
Strategic housing management: an asset management model for social landlordsProperty Management, 22
P. Van Os
Mensen, stenen, geld; het beleidsproces bij woningcorporaties (“People, Stone, Money; The Policy Process at Housing Associations”)
G. Steiner (2008)
Strategic Planning: What Every Manager Must Know
CFV
Sectorbeeld realisaties woningcorporaties; verslagjaar 2008 (“Picture of realisations in the housing associations' sector; year under review 2008”)
J. Smeets, P. Dogge, R. Soeterboek, S. Tsenkova
Management of Privatised Housing: International Policies and Practice
A. Larkin
Asset Management Strategies: A Review of Asset Management Strategies of Housing Associations in England and Social Housing Providers in Australia
Ph. Kotler
Marketing Management
J. Bryson (2011)
Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement
Purpose – Following the neo‐liberal trend of less government intervention and more room for market forces, the introduction of private sector models in the public or non‐profit sector has gained a lot of attention and popularity. This has also been the case in several European non‐profit social housing sectors. This paper aims to reflect on the practicability of strategic business planning models in the Dutch non‐profit housing sector and to present suggestions for improvement of these models. Design/methodology/approach – Case studies have been held among six Dutch non‐profit landlords. These case studies included interviews with both policy staff and staff responsible for individual investment projects. Findings – In the Dutch non‐profit housing sector, models based on principles of strategic business planning and similar models have been applied to structure and to systematise decision making about investments in the housing stock. These models, however, appear to be unsuccessful in their impact on actual investments in estates or buildings. The main weakness is that these models implicitly suppose a vertical, top‐down implementation of policies, whereas policies are also formed by other strategies, beliefs and motives in the organisation, either documented or undocumented. Research limitations/implications – The research is confined to the Dutch non‐profit housing sector. However, similarities of the findings with other policy implementation studies suggest that the implications for strategic planning models also apply in many other non‐profit sectors and maybe even in commercial sectors. Originality/value – This paper challenges classic strategic planning models and gives an adapted version of these models which meets the shortcomings identified in the research.
Property Management – Emerald Publishing
Published: Aug 16, 2011
Keywords: Social housing; Strategic planning; Business planning; Investment; Organisational behaviour; The Netherlands
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