Skip to main content
Article
Planning and firm performance: effects of multiple planning activities and technology policy
International Journal of Management and Decision Making
  • Charles B. Shrader, Iowa State University
  • Thomas I. Chacko, Iowa State University
  • Pol Herrmann, Iowa State University
  • Charles L. Mulford, Iowa State University
Document Type
Article
Publication Version
Submitted Manuscript
Publication Date
9-1-2004
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 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.

Comments

This is a manuscript of an article from International Journal of Management and Decision Making 5 (2004): 171. Posted with permission.

Copyright Owner
Inderscience Enterprises Ltd.
Language
en
Date Available
2015-03-02
File Format
application/pdf
Citation Information
Charles B. Shrader, Thomas I. Chacko, Pol Herrmann and Charles L. Mulford. "Planning and firm performance: effects of multiple planning activities and technology policy" International Journal of Management and Decision Making Vol. 5 Iss. 2-3 (2004) p. 171 - 195
Available at: http://works.bepress.com/cshrader/10/