Addis Ababa University

College of Business and Economics

Department of Accounting and Finance
MSc in Accounting and Finance
Article Review
Title: Strategic Planning Research: Toward a Theory-Driven
Agenda, by Carola Wolf and Steven W. Floyd
Carola Wolf

1. Gap Addressed in the Article:

The article addresses the gap in understanding the evolution of strategic planning research,
particularly in the transition from the rational-design perspective to more realistic and socialized
models. It highlights the need to move beyond a narrow focus on formality in planning practices
and explores the changing roles of practitioners, theoretical perspectives, and emerging trends.
2. Main Theoretical Contribution and Core Argument:
The main theoretical contribution lies in the shift from a rational-design perspective to more
dynamic and socialized models of strategic planning. The core argument is that strategic planning
should be viewed as a dynamic capability, adapting to specific organizational conditions, and
involving a broader set of actors beyond top management. The underlying theoretical logic is
grounded in the critique of the fallacies of predetermination, detachment, and formalization by
Mintzberg.
3. Strength and Weaknesses:
Strengths: The article effectively traces the historical development, incorporates key critiques, and
introduces a more nuanced understanding of strategic planning. It acknowledges the limitations
of the rational-design perspective.
Weaknesses: The text could provide more explicit connections between the historical evolution
discussed and the emerging trends. Additionally, it would benefit from more explicit implications
of the shifts for future research or strategic planning practices.
4. Extension of Arguments:
The arguments could be extended by delving deeper into the practical implications of the
identified shifts. This might require more detailed case studies or empirical evidence to support
the theoretical propositions. Modification to the basic arguments could involve clarifying the
conditions under which certain approaches to strategic planning are more effective.
5. Thoughts and Novel Ideas:
The article triggers thoughts about the evolving nature of strategic planning and the need for
organizations to adapt their approaches. The idea of strategic planning as a dynamic capability
opens avenues for exploring how organizations can enhance their strategic agility. Alternative
explanations could involve external factors influencing strategic planning evolution.
The article triggers thoughts about the institutionalization of strategic planning and its
connection to the legitimacy of decisions. The emphasis on societal context and
professionalization opens avenues for understanding how external factors shape strategic
planning practices. Novel ideas include exploring the role of tradition and the potential tension
between conformity and change in strategic planning.
6. Dislikes or Criticisms:
While the article is comprehensive, it could be more explicit about the practical implications of
the shifts discussed. Additionally, it might benefit from addressing potential counterarguments or
limitations explicitly.
7. Data and Methods:
The text doesn't appear to present empirical data but instead synthesizes theoretical perspectives.
If it were an empirical study, methods could involve case studies, surveys, or content analysis to
explore the relationships between societal context, professionalization, and strategic planning
outcomes.
8. Advancement in Strategic Management Thinking:
The article advances thinking in strategic management by challenging traditional views of
strategic planning as a linear, top-down process. It introduces the concept of strategic planning as
a dynamic capability, aligning with the need for flexibility, adaptation, and wider organizational
involvement.
The article advances thinking by shifting the focus from traditional strategic planning steps to the
praxis of planning, incorporating institutional and resource-based perspectives. It encourages
researchers to embrace a wider range of theories for a more comprehensive understanding of
strategic planning.
9. Comparison with Other Papers:
The article distinguishes itself by providing a historical perspective on the evolution of strategic
planning research. Comparisons could be made with other papers that explore similar themes or
apply different theoretical lenses to strategic planning, but this article provides a comprehensive
overview.
10. Influence on Others:
It has the potential to influence future research by encouraging scholars to explore the
institutional and societal dimensions of strategic planning in more depth, potentially informing
both theory and practice.