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 language | English |
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| Title of host publication | Academy of Management 2012 Annual Meeting, AOM 2012 |
| Publisher | Academy of Management |
| Pages | 1726-1731 |
| Number of pages | 6 |
| DOIs | |
| Publication status | Published - 2012 |
| Event | 72nd Annual Meeting of the Academy of Management, AOM 2012 - Boston, United States Duration: 7 Aug 2012 → 10 Aug 2012 |
Conference
| Conference | 72nd Annual Meeting of the Academy of Management, AOM 2012 |
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| Country/Territory | United States |
| City | Boston |
| Period | 7/08/12 → 10/08/12 |