Session Details: Session 1114

Strategic Planning is Alive!

Track J

Date: Tuesday, October 14, 2008


Time: 11:15 – 12:30


Room: Salon 5

Session Chair:
Richard Whittington, University of Oxford

Title: A Mix Of Value Creation Processes In International Professional Service Firms: Consequences For Knowledge Management


  • Karl Joachim Breunig, Oslo and Akershus University College
  • Ragnhild Kvålshaugen, BI Norwegian Business School
  • Katja Maria Hydle, IRIS

Abstract: To manage the knowledge that underpins internationally offered expert services is a very complex task. The degrees of pressure for both globally integrated operations and simultaneously being locally responsive to customer needs are two dimensions that need careful attention. Our study of knowledge processes and collaboration in international business organizations has made us aware of parallel and even conflicting value creation processes that affect operational, organizational, and strategic issues in international organizations. These conflicting processes have managerial implications since the organizational structure and systems seem to favor only one type of value creation processes. Thus, we provide a framework to identify what can be globally initiated and what needs to be locally supported in the international professional service firms’ mix of value creating knowledge processes.

Title: A Performative Perspective on the Adaptability of Strategic Planning Routines


  • Carola Wolf, Aston University

Abstract: As strategic planning routines impact a firm's strategy, change in those routines might be necessary to generate adequate strategic responses to rapidly changing business environments. We focus on the change potential of strategic planning routines from a performative perspective, distinguishing two functions of routines. From a 'technical' perspective grounded in evolutionary explanations of routines, strategic planning routines are used to optimize the strategy making process. From an 'institutional' perspective, they serve to respond to institutional pressures and undergo a process of institutionalization within organizations. These functions are likely to shape the understanding of involved actors and thus influence change processes in strategic planning routines. We argue, that an 'institutional' understanding of the involved actors might impede necessary changes in order to adapt to changing environments.

Title: Reports of Death Exaggerated: The Evolution of Strategic Planning from the 1960s to the 2000s


  • Richard Whittington, University of Oxford
  • Ludovic Cailluet, EDHEC Business School

Abstract: This paper contends that the orthodox wisdom of strategic planning’s rise in the 1960s and subsequent fall in the 1980s (e.g. Mintzberg, 1994) is misleading. Relying on historical academic and practitioner publications, the strategy archives of seven companies (including GE), a job advertisement analysis from 1960 onwards and 46 interviews with former and contemporary planners, the paper finds: first, that strategic planning is not in clear decline, but instead tends to be cyclical and capable of taking new forms; second, that strategic planning was typically considerably less bureaucratic and analytical than commonly depicted, even in the 1960s and 1970s. The paper draws from historical and contemporary practice various enduring wisdoms about effective strategic planning, relating to periodic revision, chief executive dependency and openness to opportunism.

Title: The Knowledge We Have: Grand Strategies in the Practice of Strategy


  • Nicholas O'Regan, University of the West of England
  • Abby Ghobadian, University of Reading
  • Gerhard Kling, University of Southampton

Abstract: Based on survey data on small and medium sized enterprises [SMEs] in the engineering and electronic industry, we uncover the grand strategies pursued by SMEs. We disentangle the interrelationship between the SME’s competitive position, market environment (technological and regulatory change, threats from substitutes, new entrants, and market stability) and the chosen grand strategies. The findings indicate that firm size in terms of turnover affects strategic decisions significantly, whereas technology and market stability stimulate product development and innovation. An innovation strategy seems to be the only grand strategy that guarantees higher short and long-term performance; nevertheless, concentrated growth, market and product development foster long-term performance. Keywords: Grand strategy, decision-making, performance

All Sessions in Track J...

Sun: 10:00 – 11:30
Session 1506: Practitioner Cases: Linking Research with New Strategy Practices
Sun: 13:00 – 14:30
Session 1605: Theoretical Perspective of Practice: The Practice Approach
Sun: 15:00 – 16:30
Session 1706: Theoretical Perspective of Practice: Strategy-as-Practice
Mon: 11:15 – 12:30
Session 1109: What Is Strategy-as-Practice?
Mon: 15:30 – 16:45
Session 1116: The Different Roles of Strategy Tools
Mon: 17:00 – 18:15
Session 1112: Workshops, Meetings, Models and Tools in Strategizing
Tue: 11:15 – 12:30
Session 1114: Strategic Planning is Alive!
Tue: 14:30 – 15:45
Session 1111: Capabilities of Strategy Practitioners
Wed: 10:00 – 11:15
Session 1113: Innovating Change to Improve Business
Wed: 11:30 – 12:45
Session 1115: Identifying Strategizing in Practice

Strategic Management Society

Cologne Conference