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(1976)
Research on strategic planning: a survey of past studies and suggestions for future efforts,
K. Wexley, Wayne Nemeroff (1975)
Effectiveness of positive reinforcement and goal setting as methods of management development.Journal of Applied Psychology, 60
D. Ilgen, C. Fisher, M. Taylor (1979)
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(1981)
Attitude of Strategic Managers Toward Formalized Corporate Planning
(1980)
A laboratory study of a strategic decision making methodology,
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Industrial democracy: The sociology of participation
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(1963)
Problem-solving Discussions and Conferences
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How planning works in practice— A survey of 48 U.K. companiesLong Range Planning, 13
I" means informal, and "?" means insufficient information. The parentheses indicate our assumptions in cases that seemed obvious. 2 "Y" is yes
R. Cosier (1978)
The effects of three potential aids for making strategic decisions on prediction accuracyOrganizational Behavior and Human Performance, 22
R. Rosenberg, E. Rosenstein (1980)
Participation and Productivity: An Empirical StudyIndustrial & Labor Relations Review, 33
E. Locke, Norman Cartledge, Jeffrey Koeppel (1968)
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Strategic Control: A New Task for Top ManagementLong Range Planning, 12
Paul Tolchinsky, D. King. (1980)
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An empirical study of long-range planning in the motor freight industry
James Ang, J. Chua (1979)
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L. Becker (1978)
Joint effect of feedback and goal setting on performance: a field study of residential energy conservationJournal of Applied Psychology, 63
G. Latham, G. Yukl (1976)
Effects of Assigned and Participative Goal Setting on Performance and Job Satisfaction.Journal of Applied Psychology, 61
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(1978)
298 firms in motor freight industry . [ 1965 - 1974 ] 6 Five levels of planning examined . F ? ? ? ? Y N N ( N ) F ?
Ronald Kudla (1980)
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D. Terpstra (1981)
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D. Dossett, G. Latham, L. Saari (1980)
The Impact of Goal Setting on Survey ReturnsAcademy of Management Journal, 23
F" means that formal planning was superior
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Grinyer found that those companies that scheduled meetings to discuss strategy tended to have a superior financial performance
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Toward the development of a planning scale: an example from the banking industryStrategic Management Journal, 2
(1980)
reported a reduction in financial risk due to formal planning, thus this study was coded "+" despite the lack of effects in Kudla
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J. Scott A rmstrong
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(1977)
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(1972)
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The time span refers to the years for which the results were examined
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I tested for statistical significance using the data in Rue and Fulmer (1973)
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Wayne Nemeroff, J. Cosentino (1979)
Utilizing Feedback and Goal Setting to Increase Performance Appraisal Interviewer Skills of ManagersAcademy of Management Journal, 22
D. Wood, R. LaForge (1979)
The Impact of Comprehensive Planning on Financial PerformanceAcademy of Management Journal, 22
A review of research from organizational behaviour supported the guidelines by corporate planners: that is, use an explicit approach for setting objectives, generating strategies, evaluating strategies, monitoring results, and obtaining commitment. To determine whether these findings could be applied to strategic decision making in organizations, a review was made of all published field research on the evaluation of formal planning. Formal planning was superior in 10 of the 15 comparisons drawn from 12 studies, while informal planning was superior in only two comparisons. Although this research did not provide sufficient information on the use of various aspects of the planning process, mild support was provided for having participation by stakeholders. Formal planning tended to be more useful where large changes were involved, but, beyond that, little information was available to suggest when formal planning is most valuable. Future research should assess the formal planning process, the situation in which it is used, and its effects on the total system.
Strategic Management Journal – Wiley
Published: Jul 1, 1982
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