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

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.

Citation

Andersen, T.J. and Torp, S. (2019), "Achieving Adaptive Responsiveness through Strategic Planning, Autonomous Strategic Actions, and Interactive Controls", Andersen, T.J., Torp, S. and Linder, S. (Ed.) Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management (Emerald Studies in Global Strategic Responsiveness), Emerald Publishing Limited, Leeds, pp. 61-80. https://doi.org/10.1108/978-1-78973-011-120191005