Achieving Adaptive Responsiveness through Strategic Planning, Autonomous Strategic Actions, and Interactive Controls

Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

Abstract

The combined roles of strategic planning and decentralized strategy-making remain an essential issue in strategy research and its resolution has implications for management practice. To this end the current study considers the added effects of adopted leadership style and use of interactive controls and thereby uncovers new interesting insights about the combined strategy-making process. The authors 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. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interaction effect on the relationship between strategic planning and corporate performance. A participative leadership style also exerts positive influence on autonomous strategic actions, which in turn has a negative direct relationship to performance, but a positive interaction effect on performance together with use of interactive controls. The authors discuss the theoretical foundation for these intricate relationships and consider opportunities to extract further research insights.
The combined roles of strategic planning and decentralized strategy-making remain an essential issue in strategy research and its resolution has implications for management practice. To this end the current study considers the added effects of adopted leadership style and use of interactive controls and thereby uncovers new interesting insights about the combined strategy-making process. The authors 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. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interaction effect on the relationship between strategic planning and corporate performance. A participative leadership style also exerts positive influence on autonomous strategic actions, which in turn has a negative direct relationship to performance, but a positive interaction effect on performance together with use of interactive controls. The authors discuss the theoretical foundation for these intricate relationships and consider opportunities to extract further research insights.
LanguageEnglish
Title of host publicationStrategic Responsiveness and Adaptive Organizations : New Research Frontiers in International Strategic Management
EditorsTorben Juul Andersen, Simon Torp, Stefan Linder
Number of pages20
Place of PublicationBingley
PublisherEmerald Group Publishing
Date2019
Pages61-80
Chapter5
ISBN (Print)9781789730128
ISBN (Electronic)9781789730111, 9781789730135
DOIs
StatePublished - 2019
EventThe 18th European Academy of Management Conference (EURAM) 2018: Research in Action – Accelerating knowledge creation in management - Reykjavik, Iceland
Duration: 19 Jun 201822 Jun 2018
http://euramonline.org/annual-conference-2018

Conference

ConferenceThe 18th European Academy of Management Conference (EURAM) 2018
CountryIceland
CityReykjavik
Period19/06/201822/06/2018
Internet address
Series Emerald Studies in Global Strategic Responsiveness

Bibliographical note

CBS Library does not have access to the material

Keywords

  • Autonomous strategic actions
  • Corporate performance
  • Interactive controls
  • Participative leadership style
  • Strategic planning
  • Strategy as practice

Cite this

Andersen, T. J., & Torp, S. (2019). Achieving Adaptive Responsiveness through Strategic Planning, Autonomous Strategic Actions, and Interactive Controls. In T. Juul Andersen, S. Torp, & S. Linder (Eds.), Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management (pp. 61-80). Bingley: Emerald Group Publishing. Emerald Studies in Global Strategic Responsiveness , DOI: 10.1108/978-1-78973-011-120191005
Andersen, Torben Juul ; Torp, Simon. / Achieving Adaptive Responsiveness through Strategic Planning, Autonomous Strategic Actions, and Interactive Controls. Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management. editor / Torben Juul Andersen ; Simon Torp ; Stefan Linder. Bingley : Emerald Group Publishing, 2019. pp. 61-80 ( Emerald Studies in Global Strategic Responsiveness ).
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Andersen, TJ & Torp, S 2019, Achieving Adaptive Responsiveness through Strategic Planning, Autonomous Strategic Actions, and Interactive Controls. in T Juul Andersen, S Torp & S Linder (eds), Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management. Emerald Group Publishing, Bingley, Emerald Studies in Global Strategic Responsiveness , pp. 61-80, Reykjavik, Iceland, 19/06/2018. DOI: 10.1108/978-1-78973-011-120191005

Achieving Adaptive Responsiveness through Strategic Planning, Autonomous Strategic Actions, and Interactive Controls. / Andersen, Torben Juul; Torp, Simon.

Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management. ed. / Torben Juul Andersen; Simon Torp; Stefan Linder. Bingley : Emerald Group Publishing, 2019. p. 61-80.

Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

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N2 - The combined roles of strategic planning and decentralized strategy-making remain an essential issue in strategy research and its resolution has implications for management practice. To this end the current study considers the added effects of adopted leadership style and use of interactive controls and thereby uncovers new interesting insights about the combined strategy-making process. The authors 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. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interaction effect on the relationship between strategic planning and corporate performance. A participative leadership style also exerts positive influence on autonomous strategic actions, which in turn has a negative direct relationship to performance, but a positive interaction effect on performance together with use of interactive controls. The authors discuss the theoretical foundation for these intricate relationships and consider opportunities to extract further research insights.

AB - The combined roles of strategic planning and decentralized strategy-making remain an essential issue in strategy research and its resolution has implications for management practice. To this end the current study considers the added effects of adopted leadership style and use of interactive controls and thereby uncovers new interesting insights about the combined strategy-making process. The authors 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. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interaction effect on the relationship between strategic planning and corporate performance. A participative leadership style also exerts positive influence on autonomous strategic actions, which in turn has a negative direct relationship to performance, but a positive interaction effect on performance together with use of interactive controls. The authors discuss the theoretical foundation for these intricate relationships and consider opportunities to extract further research insights.

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Andersen TJ, Torp S. Achieving Adaptive Responsiveness through Strategic Planning, Autonomous Strategic Actions, and Interactive Controls. In Juul Andersen T, Torp S, Linder S, editors, Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management. Bingley: Emerald Group Publishing. 2019. p. 61-80. ( Emerald Studies in Global Strategic Responsiveness ). Available from, DOI: 10.1108/978-1-78973-011-120191005