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Planning perceptions and planning results

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  • Milton Leontiades
  • Ahmet Tezel

Abstract

The need for planning in business organizations operating in today's complex environment is widely accepted. Implied is an assumption that planning improves performance. However, the empirical evidence for such a claim is thin. Since planning is an integral part of strategy formulation, the facts to confirm or refute an assumed connection between planning and performance invite attention. Our research focuses on new data from 61 companies which test this linkage and, in addition, reviews the conclusions of prior empirical studies.

Suggested Citation

  • Milton Leontiades & Ahmet Tezel, 1980. "Planning perceptions and planning results," Strategic Management Journal, Wiley Blackwell, vol. 1(1), pages 65-75, January.
    • Handle: RePEc:bla:stratm:v:1:y:1980:i:1:p:65-75
    DOI: 10.1002/smj.4250010107
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    Citations

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    Cited by:

    1. Armstrong, J. Scott, 1991. "Strategic Planning Improves Manufacturing Performance," MPRA Paper 81677, University Library of Munich, Germany.
    2. McManus, Ginette & Saint-Pierre, Jacques & Domonkos, John, 1995. "Formal strategic planning, informedness and firm performance: An empirical investigation," Global Finance Journal, Elsevier, vol. 6(1), pages 47-63.
    3. Abbas Mohammed Hussein & Mohammed Mustafa Ahmed & Mohamed Yahya Mahmoud Khudari, 2021. "The Impact of Strategic Planning in the University’s Competitiveness According to NIAS," Academic Journal of Interdisciplinary Studies, Richtmann Publishing Ltd, vol. 10, September.
    4. Armstrong, J. Scott, 1983. "Strategic Planning and Forecasting Fundamentals," MPRA Paper 81682, University Library of Munich, Germany.
    5. Rudd, John M. & Greenley, Gordon E. & Beatson, Amanda T. & Lings, Ian N., 2008. "Strategic planning and performance: Extending the debate," Journal of Business Research, Elsevier, vol. 61(2), pages 99-108, February.
    6. J. Scott Armstrong, 1982. "The value of formal planning for strategic decisions: Review of empirical research," Strategic Management Journal, Wiley Blackwell, vol. 3(3), pages 197-211, July.
    7. Mahmood S. Bahaee, 1993. "Strategy-Comprehensiveness Fit and Perfor Mance," Australian Journal of Management, Australian School of Business, vol. 17(2), pages 195-215, December.
    8. Myron Gable & Martin T. Topol, 1987. "Planning Practices of Small-Scale Retailers," Entrepreneurship Theory and Practice, , vol. 12(2), pages 19-32, October.
    9. McCarthy, Ian & Ridgway, Keith & Leseure, Michel & Fieller, Nick, 2000. "Organisational diversity, evolution and cladistic classifications," Omega, Elsevier, vol. 28(1), pages 77-95, February.
    10. Rodolfo M. Nayga & Lukman M. Baga, 1995. "Economic reforms and firm level strategic planning," Agribusiness, John Wiley & Sons, Ltd., vol. 11(6), pages 565-572.
    11. Labroukos, N. S. & Lioukas, S. & Chambers, D., 1995. "Planning and performance in state-owned enterprises: A multidimensional assessment," European Journal of Operational Research, Elsevier, vol. 87(3), pages 624-640, December.

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