scholarly journals A Critical Review of Theoretical Aspects of Strategic Planning and Firm Performance

2021 ◽  
Vol 09 (04) ◽  
pp. 1980-1996
Author(s):  
Nabil Tarifi
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Critical Review

scholarly journals A critical review of theoretical aspects of strategic planning and firm performance

2019 ◽  
Vol 7 (03) ◽  
Author(s):  
Dr. Sadudin Ibraimi
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Performance Management ◽  
Critical Review ◽  
And Performance ◽  
Strategic Theories ◽  
Constituent Elements

In this paper we examine the reasons and justify the striking interest being taken by researchers and managers on strategic planning, but also the limits of those principles, some intrinsic others that can be overcome by an integration with tradition. A framework which attempts to relate the constituent elements that distinguish the two main strategic theories and shows that both must be considered for strategic planning and performance management is provided

THIRTY-FIVE YEARS OF STRATEGIC PLANNING AND FIRM PERFORMANCE RESEARCH: A META-ANALYSIS.

2006 ◽  
Vol 2006 (1) ◽  
pp. M1-M6 ◽  
Author(s):  
Rita J. Shea-Van Fossen ◽  
Hannah R. Rothstein ◽  
Helaine J. Korn
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Meta Analysis ◽  
Performance Research

Does strategic planning help firms translate slack resources into better performance?

2018 ◽  
Vol 26 (4) ◽  
pp. 395-407 ◽  
Author(s):  
Jinyu Guo ◽  
Bo Zhou ◽  
Haili Zhang ◽  
Chunjia Hu ◽  
Michael Song
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
External Environment ◽  
Organizational Slack ◽  
Low Levels ◽  
Using Data ◽  
The Impact ◽  
Performance Research ◽  
Practical Implications ◽  
Different Levels

AbstractIs organizational slack good or bad for firm performance? Research addressing this question has obtained mixed results. Such studies have focused mainly on the impact of environmental conditions on the slack–performance relationship. In this study, instead of focusing on the uncontrollable external environment, we consider actions determined by firms internally, in particular strategic planning. Using data from 183 US firms, we explore the connection between organizational slack and firm performance with different levels of strategic planning. The results suggest that at low levels of strategic planning the slack–performance relationship is linear, while at high levels of strategic planning this relationship is inverse U shaped. We discuss the theoretical and practical implications of these findings.

Does Strategic Planning Enhance or Impede Innovation and Firm Performance?*

2011 ◽  
Vol 28 (4) ◽  
pp. 503-520 ◽  
Author(s):  
Michael Song ◽  
Subin Im ◽  
Hans van der Bij ◽  
Lisa Z. Song
Keyword(s):  
Firm Performance ◽  
Strategic Planning

scholarly journals Strategic planning and firm performance: a comparison across countries and sectors

2016 ◽  
Vol 8 (3) ◽  
pp. 280 ◽  
Author(s):  
Kalevi Kylaheiko ◽  
Kaisu Puumalainen ◽  
Helena Sjögrén ◽  
Pasi Syrjä ◽  
Katharina Fellnhofer
Keyword(s):  
Firm Performance ◽  
Strategic Planning

Strategic Planning and Firm Performance: A Synthesis of More Than Two Decades of Research

1994 ◽  
Vol 37 (6) ◽  
pp. 1649-1665 ◽  
Author(s):  
C. Chet Miller ◽  
Laura B. Cardinal
Keyword(s):  
Firm Performance ◽  
Strategic Planning

scholarly journals Editor, Executive and Entrepreneur

2016 ◽  
Vol 37 (2) ◽  
pp. 115-130
Author(s):  
Tor-Bøe Lillegraven ◽  
Erik Wilberg
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Organizational Ambidexterity ◽  
Growth Strategies ◽  
Industry Data ◽  
Executive Leaders ◽  
Leadership Challenges ◽  
Business Environments ◽  
Over Time

AbstractTo survive in today’s increasingly complex business environments, firms must embrace strategic paradoxes: contradictory yet interrelated objectives that persist over time. This can be one of toughest of all leadership challenges, as managers must accept inconsistency and contradictions. In this article, we develop and empirically test a set of hypotheses related to ambidexterity, a key example of a paradoxical strategy. Through our analysis of data from a survey of executive leaders, we find a link between organizational ambidexterity and strategic planning, suggesting that the complexities of navigating in explorative ventures require more explicit strategy work than the old certainties of a legacy business. We identify and discuss inherent paradoxes and their implications for firm performance in 22 industry-specific strategies, where empirical industry data shows a pattern of conflict between explorative growth strategies and exploitative profit strategies. We argue that this is just one of the inherent paradoxes in the ambidexterity construct.

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