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. / När en organisation lägger upp strategier och tar strategiska beslut finns det olika perspektiv och sätt att bygga upp strategierna på. Forskning gjord av Mintzberg och Waters visar att arbetet med strategier befinner sig på en skala mellan helt planerade (deliberate) och helt framväxande (emergent). Planerade strategier är genomtänkta och väl planerade inför ett specifikt mål. Det har inte varit några tvivel om vadsom var önskat innan man genomförde sina handlingar och alla i organisationen delar samma mål. Framväxande strategier har de motsatta egenskaperna i form av att strategin gradvis träder fram och handlingarna sker utan att det från början har funnits någon specifik avsikt med handlingen. Strategierna och kampanjerna hos organisationen Greenpeaceär kända världen över och dessrelativt utmanande sätt att arbeta kan antas kräva legitimitet från omgivningen för att arbetet ska kunna genomföras och lyckas. Syftet med undersökningen är därför att undersöka om Greenpeace arbetar med planerade eller framväxande strategier, samt vilken roll desslegitimitet spelar för framtagningen av dessstrategier. Studien har genomförts med hjälp av enkvalitativ fallstudie i Greenpeace. Två respondenter från huvudkontoret i Stockholm har intervjuats och data från en dokumentär om Greenpeace samt om kampanjer har analyserats. Undersökningens empiri visar att Greenpeaces strategier har tendenser för både planerade och framväxande strategier. Vi menar dock att strategierna ligger närmare planerade än framväxande.

Abstract Title: How have organisations adapted to new challenges during the covid-19 crisis through the use of innovation? Authors: Karolin Lindholm and Sofia Forsberg Supervisor: Anders Parment Background: Since the outbreak of the covid-19 virus, the world has been in a state that no one could have foreseen. Consumer behavior has changed due to both isolation and changed priorities in people's lives. These changed behaviors have changed society at large, which has had a major impact on the organizations that operate in it, leading to many of them having to reconsider their ways of doing business. To be able to meet the new challenges in society, organizations can acquire help from the use of innovation. Purpose: This study aims to examine how organizations have used innovation to adapt their activities to the changing market conditions that have occurred as a result of the covid-19 pandemic.  Methodology: In this study, a qualitative research method will be used together with an inductive approach. The collecting empirical data is based on 12 semi-structured interviews from different organizations within different industries, all of which were affected in one way or another by the corona pandemic. Conclusion: We have identified four common innovative factors caused by the corona crisis, which have been recurring in many of the organizations interviewed. These four factors are: digitalisation and the development around it, a flexible way of looking at the distribution of internal resources, optimization of the internal operations, and an agile approach. Keywords: Covid-19, Innovation, Adaption, Emergent Strategies, Dynamic Capacity, Organizational Change, Crisis Management, Knowledge, Proactive Approach, Reactive Approach, Creative Destruction