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| Author: | Vilà, J. Canales, J.I. |
| Title: | Can strategic planning make strategy more relevant and build commitment over time? The case of RACC |
| Journal: | Long Range Planning
2008 : JUN, VOL. 41:3, p. 273-290 |
| Index terms: | case studies strategic planning Spain managers managerial activities implementation |
| Language: | eng |
| Abstract: | In this article, it is argued that strategic planning guiding discussion among managers at different levels may play an important role in stimulating the collective process for shaping the development of common goals and priorities, acting as a strong glue to align the organisation around a chief purpose. It is described how translating strategy into managerial action requires common understanding of strategy and its underlying logic. The planning process of Reial Automòbil Club de Catalunya (Royal Automobile Club of Catalonia) and how it served to establish a common understanding and commitment to strategy among the firm's managers are examined. In the process the strategic planning changed both in methodology and in purpose. Thus, this paper sheds light on the debate of the emergent vs. the planned approaches to strategic planning, suggesting that RACC used both a formal and an emergent strategy. Particularly, it is demonstrated that a firm's approach to strategic planning influences the prospects for its successful implementation. |
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