Initiating planning: The problem of entrenched cultural values

The aim of this paper is to contribute to a growing body of research into i nitiating planning by identifying and critically evaluating the means th ro ugh which the entrenched values of an organizational culture can impede its ability to initiate planning. This article provides a review of literature which describes how existing research has concentrated on the identificati on and analysis of potential problems during plan generation and execution. After a brief discussion of the research methodology, the findings from in terviews with managers from a case company are presented. The study finds t hat six entrenched values appear to have impeded the initiation of planning within the company. These are: reactiveness; management activities and pra ctice; compartmentalisation; short-term cost orientation; internal focus; a nd stability, The paper culminates within a series of conclusions and impli cations which lead to the development of an agenda for executives. (C) 1999 Elsevier Science Ltd. All rights reserved.