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On studying the strategic planning process in large companies: Theoretical perspectives and evidence
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This thesis aims to contribute to strategic planning process research. Currently,
practitioners as well as academics liken strategic planning with making strategy. This,
however, is a fundamental misunderstanding that has further been limited by the lack of
empirical investigation of the phenomenon itself.
The uniqueness of this work can first be seen in its theoretical approach. This thesis will
use three different established strategic management approaches – resource-based and
dynamic capability view, institutional theory and organisational routines approach – and
apply their underlying logic in the context of organisational strategic planning. The
application of new theory perspectives results in a changed understanding of strategic
planning – in particular, the changing roles of the process of strategic planning as
compared to those illustrated in traditional planning literature.
The methodological approach of this thesis is based on a comparative case study. The
companies selected for this research have an international focus. They are headquartered
in the US, Switzerland and Germany, and operate on a global scale. There are nine cases
in total that can be grouped into three categories: international conglomerates,
automotive suppliers and regional banks. The detailed analysis of these case studies fills
a gap in the literature; despite intense debates over the merits of strategic planning we
know little about the formal systems through which companies formulate their strategic
plans.