ABSTRACT
Research has shown that the apparent opposite approaches of the ‘planning’ and ‘learning’ schools of strategy can be integrated into a synthesis that incorporates elements from both traditions. However, this research has still to produce findings that help managers benefit from this integration in their organizations. To address this challenge, we draw upon the literatures on organizational improvisation, complexity and strategy to surface three insights that can help managers integrate the two opposing strategy approaches: (1) plans can be used as resources; (2) the planning process may be used as a coordination mechanism; and (3) plans can be conceived as action unfolds.