Title: Leveraging organisational hierarchies and networks: reassessing strategic planning and strategic doing

Authors: John A. Parnell; J. Douglas Barrett; Edward M. Morrison

Addresses: College of Business and Technology, University of North Alabama, Florence, AL 35632, USA ' Institute for Innovation and Economic Development, College of Business and Technology, University of North Alabama, Florence, AL 35632, USA ' Agile Strategy Lab, College of Business and Technology, University of North Alabama, Florence, AL 35632, USA

Abstract: This paper explores the potential complementarity between conventional strategic planning and non-traditional approaches such as strategic doing. Traditional strategic planning models focus on the challenge of developing a strategy for a single hierarchical organisation operating in a relatively stable environment, but leaders today are confronted with networks and increasing volatility. Strategic planning focuses on a technical, rational, and linear approach to problem solving. In contrast, strategic doing invokes a multifaceted, recursive process of thinking and solving complex problems. It focuses on generating new opportunities from recombining accessible assets, many of which involve knowledge embedded in hidden networks. A flexible approach like strategic doing can augment traditional approaches to strategic planning by focusing on a chronic problem, strategy execution.

Keywords: strategic planning; networks; practice; strategic doing.

DOI: 10.1504/IJMDM.2022.125925

International Journal of Management and Decision Making, 2022 Vol.21 No.4, pp.426 - 442

Received: 20 Jan 2021
Accepted: 18 Sep 2021
Published online: 04 Oct 2022 *

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