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Strategic thinking versus strategic planning: towards understanding the complementarities

Graetz, Fiona 2002, Strategic thinking versus strategic planning: towards understanding the complementarities, Management decision, vol. 40, no. 5, pp. 456-462, doi: 10.1108/00251740210430434.

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Title Strategic thinking versus strategic planning: towards understanding the complementarities
Author(s) Graetz, Fiona
Journal name Management decision
Volume number 40
Issue number 5
Start page 456
End page 462
Publisher MCB University Press (Emerald)
Place of publication Bradford, England
Publication date 2002
ISSN 0025-1747
1758-6070
Keyword(s) strategy
strategic planning
scenario planning
thinking styles
leadership
Summary In an environment characterised by flux and uncertainty, a capacity for innovative, divergent strategic thinking rather than conservative, convergent strategic planning is seen as central to creating and sustaining competitive advantage. As the case study of Communications Co. illustrates, scenario planning is one tool that many organisations, committed to redesigning their strategic planning processes, are using with some success. However, scenario planning requires both left- and right-brain thinking styles. The elements of left-brain thinking reflect the planning side of strategy making, while right-brain thinking mirrors the thinking component of strategy making. The relationship between the factors that enable strategic thinking and the level of “emotional intelligence” of business leaders is also considered. The Communications Co. case findings appear to support the view that while strategic thinking capabilities can be nurtured and diffused through an organisation, it will need business leaders with a high degree of emotional intelligence to lead the way.
Language eng
DOI 10.1108/00251740210430434
Field of Research 150399 Business and Management not elsewhere classified
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2002, MCB UP Limited
Persistent URL http://hdl.handle.net/10536/DRO/DU:30001703

Document type: Journal Article
Collection: School of Management and Marketing
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