Contemporary strategic business planning: a view of strategy formation processes in organizations

Booth, C 2006, 'Contemporary strategic business planning: a view of strategy formation processes in organizations' in Michael Muetzelfeldt (ed.) APROS 11: Asia-Pacific Researchers in Organization Studies 11th International Colloquium, Asia-Pacific Researchers in Organization Studies, Melbourne, pp. 88-96.


Document type: Book Chapter
Collection: Book Chapters

Title Contemporary strategic business planning: a view of strategy formation processes in organizations
Author(s) Booth, C
Year 2006
Title of book APROS 11: Asia-Pacific Researchers in Organization Studies 11th International Colloquium
Publisher Asia-Pacific Researchers in Organization Studies
Place of publication Melbourne
Editor(s) Michael Muetzelfeldt
Start page 88
End page 96
Subjects Organisational Planning and Management
Summary Strategy practice has traditionally involved highly structured processes and tools of analysis (Heracleous, 1998; Wilson, 1998; Mintzberg 1994; Porter, 1980). Although planning methods assist in surfacing the 'wicked' nature of strategic issues and testing of assumptions in strategy making, (Moss Kanter, 2002; Christensen, 1997; Mason and Mitroff, 1981), theorists and practitioners in the past decade have identified a shift to more emergent characteristics in the strategy making process (Liedtka 1998a, 1998b; Heracleous, 1998; Christensen, 1997). The first acknowledgements of this approach date back to Quinn (1978) in reference to logical incrementalism and also to Mintzberg and Waters (1985) in identifying planned and emergent processes in creating strategy. This paper presents field investigations in which the author consulted to a series of organizations in developing strategic plans. A core theme in the strategy making process for each organization was the strong emergent nature in strategy formation (Christensen, 1997; Mintzberg, 1994) and a modern strategic thinking approach to strategy practice within a complex business environment, (O'Shannassy, 2003; Liedtka, 1998b; Heracleous, 1998; Stacey, 1993; Ohmae, 1982).
Copyright notice © 2006 RMIT University Press
Keyword(s) strategy practice
strategy formation
emergent
strategic thinking
ISBN 192116638X
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