Planning and firm performance: effects of multiple planning activities and technology policy

Charles B. Shrader, Thomas I. Chacko, Pol Herrmann and Charles Mulford

International Journal of Management and Decision Making, 2004, vol. 5, issue 2/3, 171-195

Abstract: Our concern in this paper is a longstanding one in the field of strategic management – the effect of strategic planning on firm performance. However, we argue that strategic planning is best examined in the context of both its formal and informal aspects, as well as with operational planning and technology policy. From a survey of 150 manufacturing firms, planning and performance data were obtained from top managers. Our results provided support for the general argument that both formal and informal planning pay, and that both operational planning and technology policy have significant associations with firm performance.

Keywords: strategic planning; formal planning; informal planning; operational planning; technology policy; firm performance; strategic management; organisational performance; manufacturing firms. (search for similar items in EconPapers)
Date: 2004
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