Determinants of Strategic Planning Systems in Large Organizations: A Contingency Approach*

Abstract

This study investigates the relationship among four design parameters of planning systems and five different firm and environmental characteristics. The impact of this multivariate relationship on organizational effectiveness is then examined using a sample of 115 large manufacturing firms. The findings show general support for the proposition that, in order to be effective, a strategic planning system should be designed in such a way that the specific situational setting of the firm is reflected in the design. The analysis also indicates that firms adopt a more flexible planning system -captured here by two key variables, planning horizon, and frequency of plan reviews -as the level of environmental complexity increases. Implications for future research are discussed.

Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a computer simulation

“…As complexity increased, charismatic leaders seemed to prefer the pragmatic situation to either the ideological or charismatic situation. This finding is consistent with Mumford (2006), Kukalis (1991), andPlumlee (2003) who suggested that vision formation may prove difficult in ambiguous conditions. At first glance, this pattern is somewhat contradictory with the findings of Bedell-Avers et al (in press) that seemed to suggest charismatic leaders preferred less-structured conditions.…”

“…As noted earlier, it may be difficult for a charismatic leader to form a future-oriented vision in highly complex conditions (Kukalis, 1991;Plumlee, 2003). In these highly complex conditions, however, charismatic leaders may be adequate problem-solvers if, indeed, asked to be (i.e., placed into a pragmatic situation).…”

“…Under conditions of high complexity, however, the future may be relatively unknowable thereby reducing the influence and impact of these leaders under such conditions (Kukalis, 1991;Plumlee, 2003). Moreover, charismatic leaders are also vision-based and present their view of the future in a positive, almost utopian, light.…”

Diagnosing and treating operational and implementation barriers in synoptic marketing planning

“…(Hickson et al, 1986;Kukalis, 1991). In fact, as the IT organization found, such 'out of the box' behavior is unlikely unless it is carefully orchestrated.…”

Strategic Risk Management

“…More recent studies provide findings that show that strategic planning does indeed result in a superior performance particularly in dynamic environments . Several studies propose that firms operating in environmentally complex and uncertain environments tend to put more emphasis on rational decision-making processes such as strategic planning Bourgeois and Eisenhardt, 1988;Kukalis, 1991).…”