Abstract
Abstract An empirical study involving 97 manufacturing firms that averaged $20 million in annual sales yielded a strong positive correlation between the degree of planning formality and firm performance. Additionally, interactive analysis disclosed that this relationship pervaded various grand strategies; the implication being that formalized strategic planning was consistently a positive factor associated with high levels of organizational performance.
Keywords
FormalityBusinessStrategic planningEmpirical researchIndustrial organizationGrand strategyMarketingOperations managementEconomicsMathematicsStatisticsPolitical science
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Publication Info
- Year
- 1987
- Type
- article
- Volume
- 8
- Issue
- 2
- Pages
- 125-134
- Citations
- 434
- Access
- Closed
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Cite This
John A. Pearce,
D. Keith Robbins,
Richard B. Robinson
(1987).
The impact of grand strategy and planning formality on financial performance.
Strategic Management Journal
, 8
(2)
, 125-134.
https://doi.org/10.1002/smj.4250080204
Identifiers
- DOI
- 10.1002/smj.4250080204