The impact of grand strategy and planning formality on financial performance
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; th...
Gespeichert in:
| Veröffentlicht in: | Strategic management journal 1987-03, Vol.8 (2), p.125-134 |
|---|---|
| Hauptverfasser: | , , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | 134 |
|---|---|
| container_issue | 2 |
| container_start_page | 125 |
| container_title | Strategic management journal |
| container_volume | 8 |
| creator | Pearce, John A. Robbins, D. Keith Robinson, Richard B. |
| description | 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. |
| doi_str_mv | 10.1002/smj.4250080204 |
| format | Article |
| fullrecord | <record><control><sourceid>jstor_proqu</sourceid><recordid>TN_cdi_proquest_journals_231143511</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><jstor_id>2485977</jstor_id><sourcerecordid>2485977</sourcerecordid><originalsourceid>FETCH-LOGICAL-c4904-4852cdb783d0dfdf3f51e75dc0b24b0ebd88437933580ca1bd8eaa444ddae043</originalsourceid><addsrcrecordid>eNqFkDuPEzEUhS0EEmGhpaKwgHbC9Wtsl2jFLqAQCiIhbWM5foQJE89gzwry73GYVRAFUNlX5zvn6h6EnhJYEgD6qhz2S04FgAIK_B5aENCyAdq299ECCGcNBS0eokel7AHqV-sFWm2-BNwdRusmPES8yzZ5XKZsp7A74tMw9jalLu1wHPLB9t10xEPCsUs2uc72eAz5l5JceIweRNuX8OTuvUCbqzeby7fN6uP1u8vXq8ZxDbzhSlDnt1IxDz76yKIgQQrvYEv5FsLWK8WZ1IwJBc6SOgdrOefe2wCcXaDnc-yYh2-3oUxmP9zmVDcaykg9VBDyT4hyrSVvaYVe_A0iDISULQNWqeVMuTyUkkM0Y-4ONh8NAXOq3tTqze_qq-HlXawtzvYxn6oqZ5eiijAOFdMz9r3rw_E_oebTh_d_rHg2e_dlGvLZS2u3WsoqN7PclSn8OMs2fzWtZFKYz-trs765EUpercya_QSSIKt_</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>231143511</pqid></control><display><type>article</type><title>The impact of grand strategy and planning formality on financial performance</title><source>Periodicals Index Online</source><source>Jstor Complete Legacy</source><creator>Pearce, John A. ; Robbins, D. Keith ; Robinson, Richard B.</creator><creatorcontrib>Pearce, John A. ; Robbins, D. Keith ; Robinson, Richard B.</creatorcontrib><description>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.</description><identifier>ISSN: 0143-2095</identifier><identifier>EISSN: 1097-0266</identifier><identifier>DOI: 10.1002/smj.4250080204</identifier><identifier>CODEN: SMAJD8</identifier><language>eng</language><publisher>Chichester: John Wiley & Sons, Ltd</publisher><subject>Applied sciences ; Business structures ; Chief executive officers ; Classification schemes ; Corporate planning ; Corporate strategies ; Economic indicators ; Exact sciences and technology ; Financial management ; Financial planning ; Firm modelling ; Formal organization ; Horizontal integration ; Hypotheses ; Literature reviews ; Operational research and scientific management ; Operational research. Management science ; Performance management ; Polls & surveys ; Processes ; Product development ; Profit planning ; Questionnaires ; Research methodology ; Sales growth ; Strategic management ; Strategic planning ; Studies</subject><ispartof>Strategic management journal, 1987-03, Vol.8 (2), p.125-134</ispartof><rights>Copyright 1987 John Wiley and Sons Limited</rights><rights>Copyright © 1987 John Wiley & Sons, Ltd.</rights><rights>1987 INIST-CNRS</rights><rights>Copyright Wiley Periodicals Inc. Mar/Apr 1987</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4904-4852cdb783d0dfdf3f51e75dc0b24b0ebd88437933580ca1bd8eaa444ddae043</citedby><cites>FETCH-LOGICAL-c4904-4852cdb783d0dfdf3f51e75dc0b24b0ebd88437933580ca1bd8eaa444ddae043</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/2485977$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/2485977$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,777,781,800,27850,27905,27906,57998,58231</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=8281340$$DView record in Pascal Francis$$Hfree_for_read</backlink></links><search><creatorcontrib>Pearce, John A.</creatorcontrib><creatorcontrib>Robbins, D. Keith</creatorcontrib><creatorcontrib>Robinson, Richard B.</creatorcontrib><title>The impact of grand strategy and planning formality on financial performance</title><title>Strategic management journal</title><addtitle>Strat. Mgmt. J</addtitle><description>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.</description><subject>Applied sciences</subject><subject>Business structures</subject><subject>Chief executive officers</subject><subject>Classification schemes</subject><subject>Corporate planning</subject><subject>Corporate strategies</subject><subject>Economic indicators</subject><subject>Exact sciences and technology</subject><subject>Financial management</subject><subject>Financial planning</subject><subject>Firm modelling</subject><subject>Formal organization</subject><subject>Horizontal integration</subject><subject>Hypotheses</subject><subject>Literature reviews</subject><subject>Operational research and scientific management</subject><subject>Operational research. Management science</subject><subject>Performance management</subject><subject>Polls & surveys</subject><subject>Processes</subject><subject>Product development</subject><subject>Profit planning</subject><subject>Questionnaires</subject><subject>Research methodology</subject><subject>Sales growth</subject><subject>Strategic management</subject><subject>Strategic planning</subject><subject>Studies</subject><issn>0143-2095</issn><issn>1097-0266</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1987</creationdate><recordtype>article</recordtype><sourceid>K30</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNqFkDuPEzEUhS0EEmGhpaKwgHbC9Wtsl2jFLqAQCiIhbWM5foQJE89gzwry73GYVRAFUNlX5zvn6h6EnhJYEgD6qhz2S04FgAIK_B5aENCyAdq299ECCGcNBS0eokel7AHqV-sFWm2-BNwdRusmPES8yzZ5XKZsp7A74tMw9jalLu1wHPLB9t10xEPCsUs2uc72eAz5l5JceIweRNuX8OTuvUCbqzeby7fN6uP1u8vXq8ZxDbzhSlDnt1IxDz76yKIgQQrvYEv5FsLWK8WZ1IwJBc6SOgdrOefe2wCcXaDnc-yYh2-3oUxmP9zmVDcaykg9VBDyT4hyrSVvaYVe_A0iDISULQNWqeVMuTyUkkM0Y-4ONh8NAXOq3tTqze_qq-HlXawtzvYxn6oqZ5eiijAOFdMz9r3rw_E_oebTh_d_rHg2e_dlGvLZS2u3WsoqN7PclSn8OMs2fzWtZFKYz-trs765EUpercya_QSSIKt_</recordid><startdate>198703</startdate><enddate>198703</enddate><creator>Pearce, John A.</creator><creator>Robbins, D. Keith</creator><creator>Robinson, Richard B.</creator><general>John Wiley & Sons, Ltd</general><general>John Wiley and Sons</general><general>Wiley</general><general>John Wiley</general><general>Wiley Periodicals Inc</general><scope>BSCLL</scope><scope>IQODW</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>HNJIA</scope><scope>IBDFT</scope><scope>K30</scope><scope>PAAUG</scope><scope>PAWHS</scope><scope>PAWZZ</scope><scope>PAXOH</scope><scope>PBHAV</scope><scope>PBQSW</scope><scope>PBYQZ</scope><scope>PCIWU</scope><scope>PCMID</scope><scope>PCZJX</scope><scope>PDGRG</scope><scope>PDWWI</scope><scope>PETMR</scope><scope>PFVGT</scope><scope>PGXDX</scope><scope>PIHIL</scope><scope>PISVA</scope><scope>PJCTQ</scope><scope>PJTMS</scope><scope>PLCHJ</scope><scope>PMHAD</scope><scope>PNQDJ</scope><scope>POUND</scope><scope>PPLAD</scope><scope>PQAPC</scope><scope>PQCAN</scope><scope>PQCMW</scope><scope>PQEME</scope><scope>PQHKH</scope><scope>PQMID</scope><scope>PQNCT</scope><scope>PQNET</scope><scope>PQSCT</scope><scope>PQSET</scope><scope>PSVJG</scope><scope>PVMQY</scope><scope>PZGFC</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>F~G</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0A</scope><scope>M0C</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRINS</scope><scope>PYYUZ</scope><scope>Q9U</scope></search><sort><creationdate>198703</creationdate><title>The impact of grand strategy and planning formality on financial performance</title><author>Pearce, John A. ; Robbins, D. Keith ; Robinson, Richard B.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4904-4852cdb783d0dfdf3f51e75dc0b24b0ebd88437933580ca1bd8eaa444ddae043</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1987</creationdate><topic>Applied sciences</topic><topic>Business structures</topic><topic>Chief executive officers</topic><topic>Classification schemes</topic><topic>Corporate planning</topic><topic>Corporate strategies</topic><topic>Economic indicators</topic><topic>Exact sciences and technology</topic><topic>Financial management</topic><topic>Financial planning</topic><topic>Firm modelling</topic><topic>Formal organization</topic><topic>Horizontal integration</topic><topic>Hypotheses</topic><topic>Literature reviews</topic><topic>Operational research and scientific management</topic><topic>Operational research. Management science</topic><topic>Performance management</topic><topic>Polls & surveys</topic><topic>Processes</topic><topic>Product development</topic><topic>Profit planning</topic><topic>Questionnaires</topic><topic>Research methodology</topic><topic>Sales growth</topic><topic>Strategic management</topic><topic>Strategic planning</topic><topic>Studies</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Pearce, John A.</creatorcontrib><creatorcontrib>Robbins, D. Keith</creatorcontrib><creatorcontrib>Robinson, Richard B.</creatorcontrib><collection>Istex</collection><collection>Pascal-Francis</collection><collection>CrossRef</collection><collection>Periodicals Index Online Segment 20</collection><collection>Periodicals Index Online Segment 27</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access & Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access & Build (Plan A) - APAC</collection><collection>Primary Sources Access & Build (Plan A) - Canada</collection><collection>Primary Sources Access & Build (Plan A) - West</collection><collection>Primary Sources Access & Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - Midwest</collection><collection>Primary Sources Access & Build (Plan A) - North Central</collection><collection>Primary Sources Access & Build (Plan A) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Archive</collection><collection>ABI/INFORM Global</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central China</collection><collection>ABI/INFORM Collection China</collection><collection>ProQuest Central Basic</collection><jtitle>Strategic management journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Pearce, John A.</au><au>Robbins, D. Keith</au><au>Robinson, Richard B.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>The impact of grand strategy and planning formality on financial performance</atitle><jtitle>Strategic management journal</jtitle><addtitle>Strat. Mgmt. J</addtitle><date>1987-03</date><risdate>1987</risdate><volume>8</volume><issue>2</issue><spage>125</spage><epage>134</epage><pages>125-134</pages><issn>0143-2095</issn><eissn>1097-0266</eissn><coden>SMAJD8</coden><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.</abstract><cop>Chichester</cop><pub>John Wiley & Sons, Ltd</pub><doi>10.1002/smj.4250080204</doi><tpages>10</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0143-2095 |
| ispartof | Strategic management journal, 1987-03, Vol.8 (2), p.125-134 |
| issn | 0143-2095 1097-0266 |
| language | eng |
| recordid | cdi_proquest_journals_231143511 |
| source | Periodicals Index Online; Jstor Complete Legacy |
| subjects | Applied sciences Business structures Chief executive officers Classification schemes Corporate planning Corporate strategies Economic indicators Exact sciences and technology Financial management Financial planning Firm modelling Formal organization Horizontal integration Hypotheses Literature reviews Operational research and scientific management Operational research. Management science Performance management Polls & surveys Processes Product development Profit planning Questionnaires Research methodology Sales growth Strategic management Strategic planning Studies |
| title | The impact of grand strategy and planning formality on financial performance |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-20T14%3A33%3A28IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-jstor_proqu&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=The%20impact%20of%20grand%20strategy%20and%20planning%20formality%20on%20financial%20performance&rft.jtitle=Strategic%20management%20journal&rft.au=Pearce,%20John%20A.&rft.date=1987-03&rft.volume=8&rft.issue=2&rft.spage=125&rft.epage=134&rft.pages=125-134&rft.issn=0143-2095&rft.eissn=1097-0266&rft.coden=SMAJD8&rft_id=info:doi/10.1002/smj.4250080204&rft_dat=%3Cjstor_proqu%3E2485977%3C/jstor_proqu%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=231143511&rft_id=info:pmid/&rft_jstor_id=2485977&rfr_iscdi=true |