Strategic planning and performance: Extending the debate

Rudd, J; Greenley, GE; Beatson, A; Lings, IN

Strategic planning and performance: Extending the debate

Rudd, J Greenley, GE Beatson, A Lings, IN

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Publisher:: Elsevier Inc
Publication Type:: Journal Article
Citation:: Journal of Business Research, 2008, 61 (2), pp. 99 - 108
Issue Date:: 2008-01

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Field	Value	Language
dc.contributor.author	Rudd, J	en_US
dc.contributor.author	Greenley, GE	en_US
dc.contributor.author	Beatson, A	en_US
dc.contributor.author	Lings, IN	en_US
dc.date.issued	2008-01	en_US
dc.identifier.citation	Journal of Business Research, 2008, 61 (2), pp. 99 - 108	en_US
dc.identifier.issn	0148-2963	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10185
dc.description.abstract	This article extends the debate regarding the relationship between strategic planning and performance. It addresses criticism of previous empirical studies that have largely investigated direct and bi-variate relationships, producing equivocal results. The current study investigates the mediating effects of four types of flexibility on the strategic planning and performance relationship. Flexibility is defined as the extent to which new and alternative decisions are generated and considered in strategic planning, allowing for positive organizational change and adaptation to environmental turbulence. Through investigating simultaneous equations in a structural equation model, we find that two types of flexibility mediate the relationship between strategic planning and financial performance, while the other two types mediate the relationship between strategic planning and non-financial performance. The results are new empirical insights that have not been previously reported.	en_US
dc.publisher	Elsevier Inc	en_US
dc.relation.ispartof	Journal of Business Research	en_US
dc.relation.isbasedon	10.1016/j.jbusres.2007.06.014	en_US
dc.subject.classification	Marketing	en_US
dc.title	Strategic planning and performance: Extending the debate	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	61	en_US
utslib.for	150501 Consumer-Oriented Product or Service Development	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	2	en_US
pubs.volume	61	en_US

Abstract:

This article extends the debate regarding the relationship between strategic planning and performance. It addresses criticism of previous empirical studies that have largely investigated direct and bi-variate relationships, producing equivocal results. The current study investigates the mediating effects of four types of flexibility on the strategic planning and performance relationship. Flexibility is defined as the extent to which new and alternative decisions are generated and considered in strategic planning, allowing for positive organizational change and adaptation to environmental turbulence. Through investigating simultaneous equations in a structural equation model, we find that two types of flexibility mediate the relationship between strategic planning and financial performance, while the other two types mediate the relationship between strategic planning and non-financial performance. The results are new empirical insights that have not been previously reported.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/10185