Abstract
RACC is an automobile club in Spain that has funded significant growth by reinvesting its profits due to the not for profit structure. This case study looks at the development of the strategy planning process at RACC over a 15 year period. The process had evolved by fostering managerial participation to achieve strategic goals. However in 2005 and 2006 the organisation faced serious problems and significant changes were required. The question faced by RACC was whether the participative process of strategy development that had served it so well was compatible with these changes.
| Original language | English |
|---|---|
| Title of host publication | Exploring Strategy |
| Subtitle of host publication | Text and cases |
| Editors | G. Johnson, R. Whittingotn, K. Scholes |
| Place of Publication | Cambridge |
| Publisher | Pearson Education |
| Pages | 738-741 |
| Number of pages | 4 |
| Edition | 9 |
| ISBN (Print) | 9780273737025 |
| Publication status | Published - 2010 |