Using information-processing theory to understand planning/performance relationships in the context of strategy

Rogers, Patrick; Miller, Alex; Judge, William Q.

doi:10.1002/(sici)1097-0266(199906)20:6<567::aid-smj36>3.0.co;2-k

Cited by 121 publications

(105 citation statements)

References 34 publications

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“…The study offers support for the importance of both organizational information processes as well as behavior by decision-makers in public sector decision-making as argued by information processing theory (Kim & Mauborgne, 1995;Rogers et al, 1999). Controlling for rational planning practices, procedural justice is a significant predictor of strategic-decision quality.…”

Section: Discussionmentioning

confidence: 57%

“…While information collection implies the development and involvement of some form of organizational system or process that injects information into decision-making, information exchange implies some form of behavior by decision-makers that allows individuals to exchange information during decision-making (Kim & Mauborgne, 1995;Rogers et al, 1999). Hence, we include measures of organizational information processes (i.e.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Specifically applied to decision-making, decision-makers need to collect and exchange information in order to make informed and qualitative decisions (Olson et al, 2007). We hypothesize that rational planning practices typically inject information relevant to decision-making into the decision-making process, thus improving strategic-decision quality (Rogers et al, 1999). Additionally, we hypothesize that strategic-decision quality is also impacted by the extent to which decision-makers exchange information during decision-making by being allowed to participate in decision-making, exercise their voice during decision-making and appeal decisions (Colquitt, 2001;Rubin, 2009).…”

Section: Introductionmentioning

confidence: 99%

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Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision-making and (b) decision-makers contribute to strategic-decision quality by exchanging information during decision-making. These assumptions are tested upon fifty-five Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement and performance management. Information exchange by decision-makers during decision-making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning and performance management contribute to strategic-decision quality while performance measurement does not. KeywordsRational planning, decision-making, strategic planning, performance measurement, performance management, procedural justice 2 IntroductionIn the slipstream of new public management, rational planning has conquered the public sector by storm (Boyne, 2001;Bryson, 2010). Rational planning is a theoretical framework of strategic management that centers on a rational approach to strategy formulation through strategic planning and strategy implementation through performance measurement and performance management (Andrews, Boyne, Law, & Walker, 2009b;Poister, Pitts, & Edwards, 2010). Rational planning has been the subject of several legislative provisions worldwide such as Best Value in the UK and the Government Performance and Results Act in the US (Bovaird, 2008; Boyne, GouldWilliams, Law, & Walker, 2004;Poister & Streib, 2005). Key to rational planning's popularity is the assumption that it contributes to strategic-decision quality in the public sector by offering a counterweight to political or intuitive decision-making (Boyne, 2001;Walker, Andrews, Boyne, Meier, & O'Toole, 2010). From an information processing perspective, this assumption is, at least theoretically, valid (Elbanna, 2006;Rogers, Miller, & Judge, 1999). Rational planning practices can inject information into decision-making processes by offering, for instance, focus on strategic goals, insights into the organizational environment, and insights into performance information (e.g. Boyne et al., 2004;Poister, 2005;Taylor, 2011).Although these theoretical arguments prompt the assumption that rational planning practices can be viewed as significant predictors of strategic-decision quality in public organizations, the validity of this assumption is debated. First, while several scholars have provided arguments for the effectiveness of rational planning practices in public organizations 2010). Second, the, albeit limited, empirical evidence on rational planning's effectiveness in public organizations has, so far, centered on performance-related outcomes (e.g. Andrews, Boyne, Law, & Walker, 2009a;Jung & Lee, 2013), while empirical studies focusing ...

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Section: Discussionmentioning

confidence: 57%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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“…strategic planning has a positive impact on company performance (Miller and Cardinal, 1994) also see (Rogers, Miller & Judge, 1999).…”

Section: Statement Of the Problemmentioning

confidence: 99%

Strategic Planning and Innovation: A Case Study of Jordan University of Science and Technology

Al-Awawdeh¹

2017

IBR

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This study aims at studying the impact of strategic planning on innovation of the Jordan University of Science and Technology in Jordan. The population of this paper is the Jordan University of Science and Technology. The study respondents consisted of those who occupy dean, deputy dean and head of scientific department's positions at this university. The researcher made use of the studies of Hill et al., (2013), andEvans (1997) to measure the strategic planning, and adopted the construct of Urbancová , (2013) and Ibarra, (1993) in order to measure the dependent variable, which is innovation. A total of 128 questionnaires were distributed, out of which 80 were received back, but only 61 questionnaires were valid for statistical analysis. The major finding of the study is strategic planning has a strong positive impact on the innovation of the researched university.

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“…that a company's ability to be competitive and profitable depends not only on the type of strategy it formulates and implements, but also on the way in which it is formulated (Rogers, Miller, and Judge 1999). Some authors argue whether the methods of defining and developing a business strategy will require radical reappraisal and whether the rapidity of context change for some businesses is compatible with traditional strategic processes Stopford 2001).…”

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confidence: 99%

The Role of the Competitive Context in the Business Strategy-Formulation Process

Depperu¹,

Gnan²

2006

International Studies of Management & Organization

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This paper deals with the relationships that exist between the competitive context of the firm and the way it formulates itsThe characteristics of the competitive context are considered by some authors 1 to be the factor that most strongly influences the type of strategy a company pursues or can formulate, and the level of profitability.2 It is also accepted 110 Donatella Depperu is a professor of business administration at

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Using information-processing theory to understand planning/performance relationships in the context of strategy

Cited by 121 publications

References 34 publications

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Strategic Planning and Innovation: A Case Study of Jordan University of Science and Technology

The Role of the Competitive Context in the Business Strategy-Formulation Process

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