1986
DOI: 10.1002/smj.4250070603
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Planning and financial performance of small, mature firms

Abstract: This article develops a classification scheme of planning process sophistication in small firms, categorizes small firms according to planning process sophistication, and examines the relationship between planning process sophistication and the financial performance of a select group of small, mature firms. The study overcomes several methodological shortcomings of prior research on strategic planning and firm performance. Multivariate analysis of variance is used to identify statistically significant differen… Show more

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Cited by 262 publications
(204 citation statements)
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References 27 publications
(11 reference statements)
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“…Finally for a subsample (n=149), strategic planning in 2009 was controlled to ensure that ERM's effect on the strategic planning in 2010-2012 (Model 4) was not a result of a duration effect from any previous strategic planning Bracker and Pearson, 1986 Further, this paper argues that ERM serves as an important precursor to strategic planning by continually assessing the important risks and opportunities that may have strategic implications. Thus, it can advance firms' 'strategic thinking' of where to place their strategic bets and take on firm-specific risks.…”
Section: Robustness Analysismentioning
confidence: 99%
“…Finally for a subsample (n=149), strategic planning in 2009 was controlled to ensure that ERM's effect on the strategic planning in 2010-2012 (Model 4) was not a result of a duration effect from any previous strategic planning Bracker and Pearson, 1986 Further, this paper argues that ERM serves as an important precursor to strategic planning by continually assessing the important risks and opportunities that may have strategic implications. Thus, it can advance firms' 'strategic thinking' of where to place their strategic bets and take on firm-specific risks.…”
Section: Robustness Analysismentioning
confidence: 99%
“…-un lien positif entre la sophistication de la planification stratégique et la performance des PME pour Bracker et Pearson (1986) et Bracker, Keats et Pearson (1988, entre l'intensité de la planification et la performance pour Robinson et al (1984), entre la structuration de la planification stratégique et la performance pour Bracker, Keats et Pearson (1988) et entre la qualité de la planification et la performance en PME pour Orpen (1985) ; -concernant plus particulièrement l'étude de l'effet modérateur des variables de contingence, Bracker et Pearson (1986) trouvent un lien significatif entre l'expérience en planification et la performance, Robinson et al (1984) ne notent aucune influence du stade de développement sur la relation planification-performance, Bracker, Keats et Pearson (1988) ne relèvent pas d'effet significatif de la taille de l'entreprise sur le lien planification-performance et émettent une forte présomption sur l'influence du type d'entrepreneur (opportuniste en l'occurrence) sur le degré de sophistication de la planification stratégique et la performance ;…”
Section: L'étude Du Lien Entre Planification Et Performance Des Pme :unclassified
“…-un lien positif entre la planification opérationnelle et la performance, même en l'absence de planification stratégique pour Robinson, Logan et Salem (1986) ; -enfin, pour Bracker et Pearson (1986) et, à la différence de Robinson (1982), il n'y a pas de lien entre l'utilisation de consultants et la performance des PME.…”
Section: L'étude Du Lien Entre Planification Et Performance Des Pme :unclassified
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