Strategic planning processes as mindful accomplishments: Effects of institutionalization

Carola Wolf*

*Corresponding author for this work

    Research output: Chapter in Book/Report/Conference proceedingConference publication

    Abstract

    The purpose of this paper is to analyze how processes of institutionalization of strategic planning in organizations affect middle management behavior in planning and therefore strategic adaptiveness of the organization. In specific, we analyze consequences of institutionalization of strategic planning processes on the mindfulness of involved middle managers. We first identify a typology of three practices of middle managers enacting strategic planning representing different stages of mindfulness: conforming, decoupling, and shaping. Considering behavioral effects of institutionalization, we propose that low degrees of institutionalization of strategic planning processes foster practices of shaping which are a prerequisite for strategic adaptiveness. Contrary, higher degrees of institutionalization seem to foster less mindful practices such as blind conformance and decoupling behavior which might endanger that organizations are able to formulate adequate strategies and might impede necessary changes in the planning process itself.
    Original languageEnglish
    Title of host publicationAcademy of Management 2012 Annual Meeting, AOM 2012
    PublisherAcademy of Management
    Pages1726-1731
    Number of pages6
    DOIs
    Publication statusPublished - 2012
    Event72nd Annual Meeting of the Academy of Management, AOM 2012 - Boston, United States
    Duration: 7 Aug 201210 Aug 2012

    Conference

    Conference72nd Annual Meeting of the Academy of Management, AOM 2012
    CountryUnited States
    CityBoston
    Period7/08/1210/08/12

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