The Tenuous Link Between Formal Strategic Planning and Financial Performance

Pearce, John A.; Freeman, Elizabeth B.; Robinson, Richard B.

doi:10.5465/amr.1987.4306718

Cited by 268 publications

(181 citation statements)

References 36 publications

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“…(p. 204). Pearce, Freeman, and Robinson (1987) also concluded that the evidence that formal strategic planning enhances a firm's financial performance is "inconsistent and often contradictory." They had concerns about the methodology's limiting impact on the researchers' ability to understand the effect of strategic planning on performance.…”

Section: Earlier Studies On Strategy and Performancementioning

confidence: 99%

Impact of Strategic Planning on Financial Performance of Companies in Turkey

Efendioglu¹,

Karabulut²

2010

IJBM

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Strategic planning is important for strategic management of companies. The purpose of this study is to explore the impact of strategic planning on financial performance of Major Industrial Enterprises of Turkey. Our findings show that many domestic and foreign firms in our sample have a strategic process in place. It is an annual process and considered a very important organizational activity. This paper is one of the few studies to examine the strategic planning process in a sample of firms from a transitional economy. It can be considered a longitudinal study because it examines a set of institutions to identify changes in their performance over time, as they incorporate the use of strategic tools in a dynamic competitive environment. The findings of this study provide a contribution to our understanding of the nature and practice of strategic planning in Turkish companies and possibilities of correlations between their efforts and performance.

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Section: Earlier Studies On Strategy and Performancementioning

confidence: 99%

Impact of Strategic Planning on Financial Performance of Companies in Turkey

Efendioglu¹,

Karabulut²

2010

IJBM

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“…The results of these studies have been mixed with many inconsistencies and counterintuitive findings (Pearce et al, 1987;Brews and Hunt, 1999). These inconsistencies have even led some writers to reject formal planning as the 'one' best way to plan (Mintzberg, 1994).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Innovation and sustainability in a large-scale healthcare improvement collaborative - seven propositions for achieving system-wide innovation and sustainability

Amoo

Malby

Mervyn

2016

IJSSM

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Change and reform in the healthcare system, and policy determination to reduce costs has now necessitated a rethink and more innovation for this sector. Leadership needs to strengthen professionals who have the dual responsibility for ensuring the quality and effectiveness of healthcare and this requires new organisational forms beyond the traditional hierarchical structures. Drawing upon strategic management and leadership discourse to underpin the study into sustainable and high performing healthcare systems, we present seven key lessons (propositions) from a mixed-methods study of a city-wide collaboratives in Leeds, UK. Our study suggested that the sustainability of such collaboratives, requires a more effective structure that could be local city-wide collaborative in contrast to national/regional collaboratives. However, there are also several unknowns in such novel organisational structures. The study also finds that both an energetic strategic leader and promotion of professional learning cultures are vital for the sustainability of such collaboratives.

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“…Firstly, the majority of the batik industry is dominated by small scale of firms, therefore it is difficult to obtain desired information from small businesses and it was reckoned to measure performance with subjective assessment (Fiorito & LaForge, 1986). Secondly, the previous studies showed that subjective measures are a reliable method for evaluating performance (Pearce, Freeman & Robinson, 1987) and there is a strong association between objective measures and subjective responses (Venkatraman & Ramanujam, 1986;Robinson & Pearce, 1988).…”

Section: Samplementioning

confidence: 99%

Investigating Market Orientation—Business Performance Relationships in the Yogyakarta (Indonesia) Batik Family Firms

Hartono¹

2013

IJMS

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Objectives of the this study examines the empirical relationships between market orientation (MO) and family firms' performance and analyzes the effects of moderating variables (market turbulence and competitive intensity) on the relationships between market orientation and family firms' performance of the batik industry in Yogyakarta Province, Indonesia. The result of MO-business performance relationship in the Indonesian batik family firms was consistent with the vast majority of MO studies; however the role of moderator variables (market turbulence and competitive intensity) provided non-significant contribution to the MO-business performance relationship.

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The Tenuous Link Between Formal Strategic Planning and Financial Performance

Cited by 268 publications

References 36 publications

Impact of Strategic Planning on Financial Performance of Companies in Turkey

Impact of Strategic Planning on Financial Performance of Companies in Turkey

Innovation and sustainability in a large-scale healthcare improvement collaborative - seven propositions for achieving system-wide innovation and sustainability

Investigating Market Orientation—Business Performance Relationships in the Yogyakarta (Indonesia) Batik Family Firms

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