Leveraging organisational hierarchies and networks: reassessing strategic planning and strategic doing

John A. Parnell, J. Douglas Barrett and Edward M. Morrison

International Journal of Management and Decision Making, 2022, vol. 21, issue 4, 426-442

Abstract: This paper explores the potential complementarity between conventional strategic planning and non-traditional approaches such as strategic doing. Traditional strategic planning models focus on the challenge of developing a strategy for a single hierarchical organisation operating in a relatively stable environment, but leaders today are confronted with networks and increasing volatility. Strategic planning focuses on a technical, rational, and linear approach to problem solving. In contrast, strategic doing invokes a multifaceted, recursive process of thinking and solving complex problems. It focuses on generating new opportunities from recombining accessible assets, many of which involve knowledge embedded in hidden networks. A flexible approach like strategic doing can augment traditional approaches to strategic planning by focusing on a chronic problem, strategy execution.

Keywords: strategic planning; networks; practice; strategic doing. (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmdma:v:21:y:2022:i:4:p:426-442

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