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What if planning were really strategic? Exploring the strategy-planning relationship in multinationals

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  • Brock, David M.
  • Barry, David

Abstract

We address the problems and criticisms of strategic planning leveled by Mintzberg and others by offering an alternative understanding of the 'strategic' in strategic planning. This view aligns various planning modalities with business strategy types; instead of planning resulting in strategy, strategy determines planning. We develop this theory linking aspects of planning with some well-known as well as some newly developed conceptualizations of business-unit strategy. Data taken from a qualitative, case-based study of strategic planning in multinationals and their subsidiaries are used to illustrate and extend our propositions concerning planning-strategy relationships. We surmise that the autonomy/dependency of the subsidiary is an important mediating variable in the type of planning necessary and feasible in these contexts.

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  • Brock, David M. & Barry, David, 2003. "What if planning were really strategic? Exploring the strategy-planning relationship in multinationals," International Business Review, Elsevier, vol. 12(5), pages 543-561, October.
    • Handle: RePEc:eee:iburev:v:12:y:2003:i:5:p:543-561
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    References listed on IDEAS

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    1. Peter F. Drucker, 1959. "Long-Range Planning--Challenge to Management Science," Management Science, INFORMS, vol. 5(3), pages 238-249, April.
    2. Brock, David M. & Barry, David & Thomas, David C., 2000. ""Your forward is our reverse, your right, our wrong": rethinking multinational planning processes in light of national culture," International Business Review, Elsevier, vol. 9(6), pages 687-701, December.
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    6. Rajaram Veliyath & Stephen M. Shortell, 1993. "Strategic Orientation, Strategic Planning System Characteristics And Performance," Journal of Management Studies, Wiley Blackwell, vol. 30(3), pages 359-381, May.
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    8. Steven C. Wheelwright, 1984. "Strategy, Management, and Strategic Planning Approaches," Interfaces, INFORMS, vol. 14(1), pages 19-33, February.
    9. Russell L. Ackoff, 1981. "On the use of models in corporate planning," Strategic Management Journal, Wiley Blackwell, vol. 2(4), pages 353-359, October.
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    Cited by:

    1. Hossein Rezaei Dolat Abadi & Fatemeh Nematizadeh, 2012. "Analyzing the Impact of Corporate Governance and Organizational Learning on Strategic Planning Effectiveness (An Empirical practice among some industrial companies in Iran)," International Journal of Learning and Development, Macrothink Institute, vol. 2(3), pages 283-293, June.
    2. Frezatti, Fabio & Aguiar, Andson B. & Guerreiro, Reinaldo & Gouvea, Maria A., 2011. "Does management accounting play role in planning process?," Journal of Business Research, Elsevier, vol. 64(3), pages 242-249, March.
    3. Adina Aldea & Maria‐Eugenia Iacob & Jos van Hillegersberg & Dick Quartel & Henry Franken, 2018. "Strategy on a Page: An ArchiMate‐based tool for visualizing and designing strategy," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 25(2), pages 86-102, April.
    4. Mohamed Laid Ouakouak, 2018. "Does a strategic planning process that combines rational and adaptive characteristics pay off ? Evidence from European firms," Australian Journal of Management, Australian School of Business, vol. 43(2), pages 328-349, May.

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