Strategiarbete och legitimitetens påverkan : En fallstudie hos Greenpeace

Sammanfattning: When an organization is doing strategic planning, it should take into consideration the different perspectives within the planning process, as well as the various methods available to construct a strategy. Research by Mintzberg and Waters shows that strategy planning ranges on a scale of completely deliberate to completely emergent. Deliberate strategies are well thought out and well planned in order to reach a specific goal. From the beginning of the process, there is no doubt what the desired outcome is and everyone in the organization shares the same goal. Emergent strategies are the opposite of deliberate strategies. With an emergent strategy, the strategy develops over time and actions are taken without an end goal in mind. The strategies and campaigns used by Greenpeace are known across the world and the organization's relatively bold way of pursuing its goals is presumed to require a certain measure of legitimacy to succeed. The purpose of this study is to determine if Greenpeace is working using deliberate or emergent strategies, as well as what role the legitimacy of the organization plays in the development of those strategies. The study has been conducted by doing a qualitative case study of Greenpeace. Two respondents from the head office in Stockholm were interviewed and data from a documentary and several campaigns were analyzed.