Managing the evolution of the strategic planning process |
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| Institution: | 1. Kent University Business School, Canterbury, UK;2. Aston Business School, Birmingham, UK;3. Hull University Business School, Hul, UK;1. Accountancy, Economics, and Finance Department, Heriot-Watt University, Edinburgh, EH14 4AS, United Kingdom;2. Cairo University Business School, Egypt;1. UCD School of Architecture, Planning & Environmental Policy, University College Dublin, Earth Institute Richview, Dublin 14, Ireland;2. Sustainability Research Institute, University of East London, 4-6 University Way, Docklands, London, E16 2RD, UK;3. University of Ljubljana, Faculty of Civil and Geodetic Engineering, Traffic Technical Institute, Jamova 2, SI-1000, Ljubljana, Slovenia;4. London Borough of Barking and Dagenham;5. Dublin City Council;6. University of Illinois — Chicago, 412 S. Peoria St., Suite 215, MC 348, Chicago, IL 60607, United States;1. Donders Institute for Brain, Cognition and Behavior, Radboud University Nijmegen, Kapittelweg 29, 6525 EN Nijmegen, The Netherlands;2. Behavioral Science Institute, Radboud University Nijmegen, Postbus 9104, 6500 HE Nijmegen, The Netherlands;1. Department of Finance, National Central University, Address: No.300, Jhongda Rd., Jhongli City, Taoyuan County, 32001, Taiwan;2. School of Finance, Southwestern University of Finance and Economics, Chengdu, Sichuan, 611130, PR China;3. Department of Finance, Loyola Marymount University, Los Angeles, CA, 90045, USA |
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| Abstract: | Most strategic planning processes do not facilitate the self-reflective learning that is necessary for organizations to adapt to changing competitive conditions. Instead, they become self-perpetuating bureaucratic mechanisms that limit strategic vision. This article presents guidelines for managing the evolution of the strategic planning process. |
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