We extend strategy-as-practice and strategy process studies of strategic planning by detailing empirically how its execution can take on an inter-unit coordination role in multi-business, multi-unit firms. In our case study of a firm in Bangkok, Thailand, we show how practitioners in diverse business and functional units coordinate their respective internal planning processes in a differentiated network of inter-unit strategic planning links. We specify four types of inter-unit planning link according to relative hierarchical level and function of the interacting units. Based on interviews covering 125 of these links, we analyse interactions between managers during the planning process, focusing on the practices they adopt including a newly identified practice we refer to as facilitating. We articulate patterns of interaction by link type, and ultimately show how managers combined these practices in four generic interaction patterns: bilateral, cohesive facilitation, ambassadorial coordination, and supervisory. These interaction patterns vary in the degree of horizontal and vertical inter-unit coordination they contribute to the business. We analyse how usage of the patterns varied across the firm, and hence set out more fully than prior literature how interactions driven by individual managers enable strategic planning to enrich inter-unit coordination through and across a business.

中文翻译：

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作为单位间协调的战略规划：泰国的深入案例研究

我们通过实证详细说明其执行如何在多业务、多部门公司中发挥部门间协调作用，扩展了战略规划的实践战略和战略过程研究。在我们对泰国曼谷一家公司的案例研究中，我们展示了不同业务和职能部门的从业人员如何在不同的部门间战略规划链接网络中协调各自的内部规划流程。我们根据交互单元的相对层次和功能指定了四种类型的单元间规划链接。基于涵盖其中 125 个环节的访谈，我们分析了规划过程中管理人员之间的互动，重点关注他们采用的做法，包括我们称之为促进的新确定的做法。我们通过链接类型阐明交互模式​​，并最终展示管理者如何在四种通用交互模式中结合这些实践：双边、凝聚力、大使级协调和监督。这些交互模式在它们对业务的贡献的水平和垂直单元间协调的程度上有所不同。我们分析了模式的使用如何在整个公司中变化，因此比先前的文献更全面地阐述了由个体经理驱动的交互如何使战略规划能够通过企业和跨企业丰富部门间的协调。