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The practice and process of delivering integration through strategic planning

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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The practice and process of delivering integration through strategic planning. / Jarzabkowski, P; Balogun, J.
In: Journal of Management Studies, Vol. 46, No. 8, 2009, p. 1255-1288.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Jarzabkowski, P & Balogun, J 2009, 'The practice and process of delivering integration through strategic planning', Journal of Management Studies, vol. 46, no. 8, pp. 1255-1288. https://doi.org/10.1111/j.1467-6486.2009.00853.x

APA

Jarzabkowski, P., & Balogun, J. (2009). The practice and process of delivering integration through strategic planning. Journal of Management Studies, 46(8), 1255-1288. https://doi.org/10.1111/j.1467-6486.2009.00853.x

Vancouver

Jarzabkowski P, Balogun J. The practice and process of delivering integration through strategic planning. Journal of Management Studies. 2009;46(8):1255-1288. doi: 10.1111/j.1467-6486.2009.00853.x

Author

Jarzabkowski, P ; Balogun, J. / The practice and process of delivering integration through strategic planning. In: Journal of Management Studies. 2009 ; Vol. 46, No. 8. pp. 1255-1288.

Bibtex

@article{9faa51a1274847c087a09376b44cd2e6,
title = "The practice and process of delivering integration through strategic planning",
abstract = "This paper explains how strategic planning is able to deliver strategic integration within organizations. While communication and participation within planning processes are perceived to have an integrative effect, we argue that these effects are unlikely to arise simply from bringing people together. Rather, we suggest that, given the varying interests of actors in different business units, integration will only arise from active negotiations and compromises between these actors. The paper is based upon a case of strategic planning in a multinational that was attempting to develop greater strategic integration across Europe. Drawing upon an activity theory framework, we examine how a common strategy emerges over time through modifications to the planning process and to different actors' roles within it. The findings are used to develop a process model that shows how different business unit characteristics of planning experience and relative power shape different experiences of communication and participation activities and different processes for achieving integration. The paper concludes with a discussion of how this process model contributes to the literature on strategic planning, political processes of strategy-making, and strategy-as-practice.",
author = "P Jarzabkowski and J Balogun",
year = "2009",
doi = "10.1111/j.1467-6486.2009.00853.x",
language = "English",
volume = "46",
pages = "1255--1288",
journal = "Journal of Management Studies",
issn = "0022-2380",
publisher = "Wiley-Blackwell",
number = "8",

}

RIS

TY - JOUR

T1 - The practice and process of delivering integration through strategic planning

AU - Jarzabkowski, P

AU - Balogun, J

PY - 2009

Y1 - 2009

N2 - This paper explains how strategic planning is able to deliver strategic integration within organizations. While communication and participation within planning processes are perceived to have an integrative effect, we argue that these effects are unlikely to arise simply from bringing people together. Rather, we suggest that, given the varying interests of actors in different business units, integration will only arise from active negotiations and compromises between these actors. The paper is based upon a case of strategic planning in a multinational that was attempting to develop greater strategic integration across Europe. Drawing upon an activity theory framework, we examine how a common strategy emerges over time through modifications to the planning process and to different actors' roles within it. The findings are used to develop a process model that shows how different business unit characteristics of planning experience and relative power shape different experiences of communication and participation activities and different processes for achieving integration. The paper concludes with a discussion of how this process model contributes to the literature on strategic planning, political processes of strategy-making, and strategy-as-practice.

AB - This paper explains how strategic planning is able to deliver strategic integration within organizations. While communication and participation within planning processes are perceived to have an integrative effect, we argue that these effects are unlikely to arise simply from bringing people together. Rather, we suggest that, given the varying interests of actors in different business units, integration will only arise from active negotiations and compromises between these actors. The paper is based upon a case of strategic planning in a multinational that was attempting to develop greater strategic integration across Europe. Drawing upon an activity theory framework, we examine how a common strategy emerges over time through modifications to the planning process and to different actors' roles within it. The findings are used to develop a process model that shows how different business unit characteristics of planning experience and relative power shape different experiences of communication and participation activities and different processes for achieving integration. The paper concludes with a discussion of how this process model contributes to the literature on strategic planning, political processes of strategy-making, and strategy-as-practice.

U2 - 10.1111/j.1467-6486.2009.00853.x

DO - 10.1111/j.1467-6486.2009.00853.x

M3 - Journal article

VL - 46

SP - 1255

EP - 1288

JO - Journal of Management Studies

JF - Journal of Management Studies

SN - 0022-2380

IS - 8

ER -