The Impact of Organizational Crafting on Planning

Abstract

The paper demonstrates that organizational landscapes play a central role in planning processes, and presents an analysis of the complex interrelationship between organizational structures and political, economic, and social factors. Using the redevelopment of the Toronto waterfront as a case study, the paper explores how organizational conflicts among levels of government and their agencies led to a fragmented redevelopment process and a planned environment that failed to meet public expectations. The narrative also highlights the generally unpredictable nature of organizational effects, often resulting from the dynamics of self-interested organizations. The final conclusion is that organizational crafting plays an essential role in the achievement of planning objectives, despite difficulties in predicting and controlling its long-term consequences.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 10 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.