Strategic Planning as an Integrative Device

By Mikko Ketokivi, X. Castañer. 2004

312 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cb556cfd7a3bb07e5d86de2f80794c3710b25b67

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Strategy tools as boundary objects (2009, background): “Strategy processes are prone to interaction boundaries because of the hierarchical and distributed nature of organizing strategy tasks (Jarzabkowski, 2005); for example between senior and middle managers (Floyd and Lane, 2000; Mantere, 2005) and between corporate, divisional and strategic business u”
Strategic purchasing participation, supplier selection, supplier evaluation and purchasing performance (2015, background): “Ketokivi and Castañer (2004) assert that engagement in strategic planning is an attempt to create consistent organisational goals which can then be communicated throughout the organisation (Vancil and Lorange 1975; Porter 1985).”
The Lack of Consensus About Strategic Consensus: Advancing Theory and Research (2005, unknown): “…a better understanding of strategic consensus is critical to the development of theory (Bourgeois, 1985; Homburg et al., 1999; Priem, 1990; Rapert et al., 2002; West & Meyer, 1998), and recent studies continue to raise questions about whether and how it develops (e.g., Ketokivi & Castaner, 2004).”
Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense (2006, background): “It compensates for deficiencies in individual thought processes, such as global and undifferentiated thinking, cognitive nearsightedness and oversimplified notions of causation (Katz and Kahn 1966; Ketokivi and Catañer 2004).”
Towards a Dialectic Perspective on Formalization in Interorganizational Relationships: How Alliance Managers Capitalize on the Duality Inherent in Contracts, Rules and Procedures (2007, background): “Formalization also facilitates sensemaking by increasing the completeness and consistency with which issues are covered, and by reducing the effects of individual biases and errors (Ketokivi and Cataãer 2004; Katz and Kahn 1966; Mintzberg 1994).”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “The effects of strategic planning structures and processes on organizational attention have been explored by Ketokivi and Castaner ( 2004 ) and Ocasio and Joseph ( 2008 ).”
Planning for Growth: Life Stage Differences in Family Firms (2013, unknown): “As such, strategic planning can help to reduce individual biases and improve information diversity (Ketokivi & Castaner, 2004), thus pushing first-generation leaders to critically assess their business and develop avenues for growth.”
Opening Up: How Centralization Affects Participation and Inclusion in Strategy Making (2017, background): “Distinguishing between participatory and inclusive strategizing practices is also theoretically useful in that the definitions of participation and inclusion discern the mechanisms that lead to the outcomes of informational and motivational benefits posited in the stakeholder involvement literature ”
On the Problem of Participation in Strategy: A Critical Discursive Perspective (2008, background): “…the implementation of strategic plans through increased commitment (Guth and MacMillan 1986, Korsgaard et al. 1995, Klein and Sorra 1996, Kim and Mauborgne 1998), integration of subunit goals (Ketokivi and Castañer 2004), and collective sensemaking (Gioia and Chittipeddi 1991, Gioia et al. 1994).”
Microfoundations for Strategy: A Goal-Framing Perspective on the Drivers of Value Creation (2013, background): “…theory can give a clear underpinning of 6 There is also work on the motivational ramifications of employee involvement in strategic planning (e.g., Ketokivi & Castaner, 2004), but this is distinct from our focus here on the motivational implications of strategic goals (i.e., outcomes of planning…”
The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment (2018, background): “This is because strategic consensus reduces the pursuit of subunit goals over organizational goals (Ketokivi & Castaner, 2004) and facilitates communication, cooperation, and coordination focused on realizing the strategy (Bourgeois, 1980; Cannon-Bowers, Salas, & Converse, 2001; Kellermanns et al.,…”
Testing and Visualizing Strategic Consensus Within and Between Teams (2011, background): “Furthermore, consensus lowers the pursuit of subunit goals over organizational objectives through multilevel alignment between groups (Ketokivi and Castañer, 2004).”
Resource Configuration in Family Firms: Linking Resources, Strategic Planning and Technological Opportunities to Performance (2007, unknown): “That is, greater strategic planning should assist firms in better integrating and deploying their resources so as to achieve a competitive advantage (Ketokivi and Castaner, 2004).”