1942: Strategic Responsiveness Through Planning, Autonomous Actions, and Interactive Control Systems

Torben Juul Andersen, Simon S. Torp

Research output: Contribution to conferencePaperResearchpeer-review

Abstract

The combined roles of strategic planning and decentralized decision-making remain an essential issue in strategy research and its resolution has real implications for management practice. To this end the current study considers the related influences of the corporate leadership style and interactive controls and uncovers new interesting insights. We use structural equation analyses to investigate these more fine grained relationships based on an updated cross-sectional dataset from among the largest companies in Denmark. This investigation considers the often ignored effects of interactive control systems and the downplayed role of the leadership style enacted by top management and thereby extends our current understanding of the complex strategy-making processes. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interactive effect on the relationship between strategic planning and corporate performance. The participative leadership style also has a positive influence on autonomous strategic actions, which in turn has a negative relationship to performance. We discuss the theoretical foundation for these intricate relationships and use these findings to consider the wider implications and opportunities to extract further insights from this new comprehensive dataset.
The combined roles of strategic planning and decentralized decision-making remain an essential issue in strategy research and its resolution has real implications for management practice. To this end the current study considers the related influences of the corporate leadership style and interactive controls and uncovers new interesting insights. We use structural equation analyses to investigate these more fine grained relationships based on an updated cross-sectional dataset from among the largest companies in Denmark. This investigation considers the often ignored effects of interactive control systems and the downplayed role of the leadership style enacted by top management and thereby extends our current understanding of the complex strategy-making processes. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interactive effect on the relationship between strategic planning and corporate performance. The participative leadership style also has a positive influence on autonomous strategic actions, which in turn has a negative relationship to performance. We discuss the theoretical foundation for these intricate relationships and use these findings to consider the wider implications and opportunities to extract further insights from this new comprehensive dataset.

Conference

ConferenceThe 18th European Academy of Management Conference (EURAM) 2018
CountryIceland
CityReykjavik
Period19/06/201822/06/2018
Internet address

Bibliographical note

CBS Library does not have access to the material

Keywords

  • Autonomy
  • Interactive controls
  • Planning

Cite this

Andersen, T. J., & Torp, S. S. (2018). 1942: Strategic Responsiveness Through Planning, Autonomous Actions, and Interactive Control Systems. Paper presented at The 18th European Academy of Management Conference (EURAM) 2018, Reykjavik, Iceland.
Andersen, Torben Juul ; Torp, Simon S./ 1942 : Strategic Responsiveness Through Planning, Autonomous Actions, and Interactive Control Systems. Paper presented at The 18th European Academy of Management Conference (EURAM) 2018, Reykjavik, Iceland.24 p.
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Andersen, TJ & Torp, SS 2018, '1942: Strategic Responsiveness Through Planning, Autonomous Actions, and Interactive Control Systems' Paper presented at, Reykjavik, Iceland, 19/06/2018 - 22/06/2018, .

1942 : Strategic Responsiveness Through Planning, Autonomous Actions, and Interactive Control Systems. / Andersen, Torben Juul; Torp, Simon S.

2018. Paper presented at The 18th European Academy of Management Conference (EURAM) 2018, Reykjavik, Iceland.

Research output: Contribution to conferencePaperResearchpeer-review

TY - CONF

T1 - 1942

T2 - Strategic Responsiveness Through Planning, Autonomous Actions, and Interactive Control Systems

AU - Andersen,Torben Juul

AU - Torp,Simon S.

N1 - CBS Library does not have access to the material

PY - 2018

Y1 - 2018

N2 - The combined roles of strategic planning and decentralized decision-making remain an essential issue in strategy research and its resolution has real implications for management practice. To this end the current study considers the related influences of the corporate leadership style and interactive controls and uncovers new interesting insights. We use structural equation analyses to investigate these more fine grained relationships based on an updated cross-sectional dataset from among the largest companies in Denmark. This investigation considers the often ignored effects of interactive control systems and the downplayed role of the leadership style enacted by top management and thereby extends our current understanding of the complex strategy-making processes. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interactive effect on the relationship between strategic planning and corporate performance. The participative leadership style also has a positive influence on autonomous strategic actions, which in turn has a negative relationship to performance. We discuss the theoretical foundation for these intricate relationships and use these findings to consider the wider implications and opportunities to extract further insights from this new comprehensive dataset.

AB - The combined roles of strategic planning and decentralized decision-making remain an essential issue in strategy research and its resolution has real implications for management practice. To this end the current study considers the related influences of the corporate leadership style and interactive controls and uncovers new interesting insights. We use structural equation analyses to investigate these more fine grained relationships based on an updated cross-sectional dataset from among the largest companies in Denmark. This investigation considers the often ignored effects of interactive control systems and the downplayed role of the leadership style enacted by top management and thereby extends our current understanding of the complex strategy-making processes. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interactive effect on the relationship between strategic planning and corporate performance. The participative leadership style also has a positive influence on autonomous strategic actions, which in turn has a negative relationship to performance. We discuss the theoretical foundation for these intricate relationships and use these findings to consider the wider implications and opportunities to extract further insights from this new comprehensive dataset.

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KW - Interactive controls

KW - Planning

KW - Autonomy

KW - Interactive controls

KW - Planning

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Andersen TJ, Torp SS. 1942: Strategic Responsiveness Through Planning, Autonomous Actions, and Interactive Control Systems. 2018. Paper presented at The 18th European Academy of Management Conference (EURAM) 2018, Reykjavik, Iceland.