Beyond control mechanisms: Strategic planning and the expanding boundaries of corporate governance
Abstract
In recent years, the debate on corporate governance has progressively moved beyond a narrow focus on internal control mechanisms, board structures, and the separation between ownership and management. Contemporary organizations operate in increasingly complex institutional, relational, and informational environments, where governance is expected not only to monitor managerial behavior but also to support strategic direction, accountability, transparency, and long-term value creation. Within this framework, this study investigates how the literature on public governance and strategic planning can contribute to redefining corporate governance as an integrated system of planning, measurement, disclosure, and value creation. The study adopts a qualitative and interpretative research design based on a targeted literature review and manual content analysis. The analysis highlights that strategic planning, performance management systems, disclosure practices, knowledge management, and digitalization increasingly function as operational infrastructures of governance. The findings suggest that the dialogue between public governance and corporate governance offers a relevant theoretical space for interpreting governance not merely as a control architecture, but as a dynamic and multidimensional system through which organizations guide, coordinate, evaluate, and legitimize their decisions over time.