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Strategies, Strategic Planning and Success Potentials

In: The Strategy Planning Process

Author

Listed:
  • Rudolf Grünig

    (University of Fribourg)

  • Richard Kühn

    (University of Bern)

Abstract

Strategies refer—on the one hand—to strategic plans to guide the company’s future and—on the other hand—to the current strategic position. It is therefore necessary to distinguish between intended strategies and realized strategies. As intended strategies can rarely be fully implemented, they normally diverge to a greater or lesser extent from realized strategies. Additionally, in some cases, a company may knowingly or unknowingly abstain from formulating an intended strategy to guide its actions in the long-term. In this case, the realized strategy is the product of a multitude of individual decisions and is also known as an emergent strategy (see Mintzberg, 1994, pp. 23 ff.). Figure 2.1 shows the possible constellations of intended and realized strategies.

Suggested Citation

  • Rudolf Grünig & Richard Kühn, 2015. "Strategies, Strategic Planning and Success Potentials," Springer Books, in: The Strategy Planning Process, edition 127, chapter 2, pages 7-15, Springer.
  • Handle: RePEc:spr:sprchp:978-3-662-45649-1_2
    DOI: 10.1007/978-3-662-45649-1_2
    as

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