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Planning and firm performance: effects of multiple planning activities and technology policy

Author

Listed:
  • Charles B. Shrader
  • Thomas I. Chacko
  • Pol Herrmann
  • Charles Mulford

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.

Suggested Citation

  • Charles B. Shrader & Thomas I. Chacko & Pol Herrmann & Charles Mulford, 2004. "Planning and firm performance: effects of multiple planning activities and technology policy," International Journal of Management and Decision Making, Inderscience Enterprises Ltd, vol. 5(2/3), pages 171-195.
    • Handle: RePEc:ids:ijmdma:v:5:y:2004:i:2/3:p:171-195
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    Cited by:

    1. Crovini, Chiara & Ossola, Giovanni & Britzelmaier, Bernd, 2021. "How to reconsider risk management in SMEs? An Advanced, Reasoned and Organised Literature Review," European Management Journal, Elsevier, vol. 39(1), pages 118-134.

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