Session 241

Perspectives on Strategy Making and Planning

Track H

Date: Tuesday, November 8, 2011


Time: 11:15 – 12:30


Room: Sundial

Session Chair:

  • Torben Juul Andersen, Copenhagen Business School

Title: Navigating Through Uncertainty: Towards Design Propositions for the Strategy Process in Highly Uncertain Environments


  • Daniel Karrer, ELO Group
  • Rafael Clemente, ELO Group
  • Jaime Frenkel, ELO Group

Abstract: There is a need for management policies and practices to adapt to the new playing field of highly dynamic environments. Our proposition is that in these situations, strategic thinking capability becomes more important than formal strategic planning. This means that the ability to think strategically and learn constantly becomes increasingly critical for sustaining competitive advantage in a world that is becoming ever more turbulent. In this article, we propose a set of design rules that are aimed at helping managers design their company´s strategy process, in a way that it possess characteristic such as flexibility and openness that will in turn allow the responsiveness, adaptability and improvisation required in these environments. We ground these design propositions in the emerging methodological field of design research

Title: Strategic Planning Flexibility and Firm Performance: The Moderating Role of Environmental Dynamism


  • Ababacar Mbengue, University of Reims

Abstract: Adaptation is a crucial challenge for organizations, and an important issue in the strategy literature. Much has been written about adaptive or flexible strategic planning processes. In this paper we focus on a basic element of the adaptation process, flexibility within the strategic planning process. Many authors have depicted strategic planning as being excessively formal and rigid, arguing some flexibility is essential in the strategic planning process. This article attempts to contribute to this debate by conducting an international quantitative study among firms from all around the world, including Western, Eastern and Central Europe, North and Latin America, Asia and the Middle-East, etc. Empirical results reveal a positive association between strategic planning process flexibility and firm performance regardless of the level of environmental dynamism.

Title: Strategic Thinking, Strategic Planning and Plan Integration in Universities


  • John Pisapia, Florida Atlantic University

Abstract: This study explores three recent strategic planning efforts at a university in southeastern United States. Two of the efforts utilized a strategic thinking process (a department and a college), and the other (university level) followed a traditional strategic planning process. The goal of this study was to identify the elements of an effective planning process that meets the unique organizational features and complexities of a higher education institution and determine if a relationship exists with faculty and staff commitment. First the process by which strategic direction was created (e.g. strategic thinking or strategic planning) was described and examined. Second the planning elements were examined through three case studies to gain insights to organizational member commitment as observed in their work activities and decisions.

Title: Strategy as Central and Peripheral Processes


  • Torben Juul Andersen, Copenhagen Business School
  • Kjeld Fredens, Virksomheden Fredens

Abstract: In this paper, we consider the dynamic of complementary processes in natural sciences to better understand how human cognition can flourish in organizations on the interaction between conscious direction and experimentation with unexpected environmental encounters. These process characteristics coincide with the basic elements of integrative strategy making. Hence, we use those insights to develop theoretical rationales that explain how corporate entrepreneurship and strategic renewal derive from complementary central and peripheral processes in corporate strategy making. We further indicate how this process dynamic converges towards effective outcomes and discuss the implications for strategic leadership.

All Sessions in Track H...

Sun: 09:30 – 10:45
Session 325: Strategy Process and Practice Research in Perspective and Future Directions
Sun: 11:15 – 12:30
Session 326: Systems Perspective to Strategy Process Research
Sun: 13:45 – 15:00
Session 327: Strategy Process, Acquistion Process and Activity Sequences
Mon: 08:00 – 09:15
Session 238: Processes for Adaptation and Change
Session 244: TMT Traits, Characteristics and Roles
Mon: 11:00 – 12:15
Session 239: Risk, Uncertainty and Behavior
Mon: 13:30 – 14:45
Session 237: Dynamic Capabilities, Evolution and Change
Mon: 15:15 – 16:30
Session 242: Managerial Levels and Roles in Processes
Tue: 11:15 – 12:30
Session 241: Perspectives on Strategy Making and Planning
Tue: 14:15 – 15:30
Session 246: Processes of Resource Management
Tue: 16:00 – 17:15
Session 243: Understanding Decision Making Processes
Wed: 08:00 – 09:15
Session 304: Alliances and Cooperation Processes
Wed: 09:45 – 11:00
Session 240: Organizational Structures and Processes

Strategic Management Society