Open AccessSTRATEGIC PLANNING: SHAPING OR EMERGING FROM ORGANISATIONS
Author(s) -
Sugiono Sugiono
Publication year - 2018
Publication title -
al-tanzim
Language(s) - English
Resource type - Journals
eISSN - 2549-5720
pISSN - 2549-3663
DOI - 10.33650/al-tanzim.v2i2.399
Subject(s) - strategic planning , strategic control , strategic thinking , process management , creativity , business , process (computing) , order (exchange) , strategic alignment , knowledge management , strategic human resource planning , strategic financial management , management science , computer science , political science , marketing , engineering , finance , law , operating system
This paper focuses on the literature exploration of perspectives of strategic planning in terms of whether it shapes or emerges from organisations. The paper argues that to make judgment on an organisational performance as a result of planned strategies or emergent ones is not easy. Essentially, strategic planning aims to direct the performance of an organisation in order to attain its desired and planned goals. However, the organisation environment often changes rapidly, and hence it cannot be predicted and controlled. Such a circumstance potentially provides a particular impact on the organisation performance. In this situation, the strategic planning is inevitably shaped by the emergent strategy, which means that the realised strategy is the logical consequence of interactions between planned strategies and emergent ones. It has been suggested that a good strategic planning is to be flexible and open to a process of strategic learning, by which creativity and personnel’s commitment could be enhanced.