Planning and firm performance: effects of multiple planning activities and technology policy
by Charles B. Shrader, Thomas I. Chacko, Pol Herrmann, Charles Mulford
International Journal of Management and Decision Making (IJMDM), Vol. 5, No. 2/3, 2004

Abstract: Our concern in this paper is a longstanding one in the field of strategic management – the effect of strategic planning on firm performance. However, we argue that strategic planning is best examined in the context of both its formal and informal aspects, as well as with operational planning and technology policy. From a survey of 150 manufacturing firms, planning and performance data were obtained from top managers. Our results provided support for the general argument that both formal and informal planning pay, and that both operational planning and technology policy have significant associations with firm performance.

Online publication date: Sat, 25-Sep-2004

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