Access the full text.
Sign up today, get DeepDyve free for 14 days.
Javidan Javidan (1985)
Where planning fails ‐ an executive summaryLong Range Planning, 18
David Miller, P. Friesen (1982)
Innovation in Conservative and Entrepreneurial Firms: Two Models of Strategic MomentumSouthern Medical Journal, 3
Robert Simons (1987)
Accounting control systems and business strategy: An empirical analysisAccounting Organizations and Society, 12
Anil Gupta (1987)
SBU Strategies, Corporate-SBU Relations, and SBU Effectiveness in Strategy ImplementationAcademy of Management Journal, 30
Mansour Javidan (1984)
Research note and communication. The impact of environmental uncertainty on long‐range planning practices of the U.S. savings and loan industrySouthern Medical Journal, 5
Mansour Javidan (1987)
PERCEIVED ATTRIBUTES OF PLANNING STAFF EFFECTIVENESS[1]Journal of Management Studies, 24
Lawrence Rhyne (1985)
The relationship of information usage characteristics to planning system sophistication: An empirical examinationSouthern Medical Journal, 6
Mansour Javidan (1985)
Where planning fails—An executive surveyLong Range Planning, 18
Kukalis Kukalis (1988)
Strategic planning in large US corporationsOmega, 16
R. Drazin, A. Ven (1985)
Alternative forms of fit in contingency theory.Administrative Science Quarterly, 30
D. Hambrick (1983)
Some tests of the effectiveness and functional attributes of Miles and Snow's strategic types.Academy of Management journal. Academy of Management, 26 1
Lawrence Rhyne (1987)
CONTRASTING PLANNING SYSTEMS IN HIGH, MEDIUM AND LOW PERFORMANCE COMPANIESJournal of Management Studies, 24
Chakravarthy Chakravarthy (1987)
On tailoring a strategic planning system to its context: some empirical evidenceStrategic Management Journal, 8
Armstrong Armstrong (1982)
The value of formal planning for strategic decisions: review of empirical researchStrategic Management Journal, 3
Segev Segev (1989)
A systematic comparative analysis and synthesis of two business‐level strategic typologiesStrategic Management Journal, 10
O. Walker, Robert Ruekert (1987)
Marketing's Role in the Implementation of Business Strategies: A Critical Review and Conceptual FrameworkJournal of Marketing, 51
B. Chakravarthy (1987)
On tailoring a strategic planning system to its context: Some empirical evidenceSouthern Medical Journal, 8
Javidan Javidan (1984)
The impact of environmental uncertainty on long‐range planning practices of the U.S. Savings and Loans industryStrategic Management Journal, 5
Khandwalla Khandwalla (1976)
Some top management styles: their context and performanceOrganization and Administrative Sciences, 7
C. Snow, L. Hrebiniak (1980)
Strategy, Distinctive Competence, and Organizational Performance.Administrative Science Quarterly, 25
J. Kimberly, E. Zajac (1985)
Strategic Adaptation in Health Care Organizations: Implications for Theory and ResearchMedical Care Research and Review, 42
J. Pearce, Elizabeth Freeman, R. Robinson (1987)
The Tenuous Link Between Formal Strategic Planning and Financial PerformanceAcademy of Management Review, 12
Zuckerman Am (1984)
The impact of DRG reimbursement on strategic planning.Hospital & health services administration, 29
Rhyne Rhyne (1986)
The relationship of strategic planning to financial performanceStrategic Management Journal, 7
Robert Burgelman (1983)
A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of StrategyAcademy of Management Review, 8
D. Reid (1989)
Operationalizing strategic planningSouthern Medical Journal, 10
Christopher Gresov (1989)
Exploring fit and misfit with multiple contingencies.Administrative Science Quarterly, 34
William King (1983)
Evaluating strategic planning systemsSouthern Medical Journal, 4
Kropf Kropf, Goldsmith Goldsmith (1981)
Innovation in hospital plansHealthcare Management Review, 8
L. Bourgeois (1985)
STRATEGIC GOALS, PERCEIVED UNCERTAINTY, AND ECONOMIC PERFORMANCE IN VOLATILE ENVIRONMENTSAcademy of Management Journal, 28
V. Ramanujam, N. Venkatraman, J. Camillus (1986)
Multi-Objective Assessment of Effectiveness of Strategic Planning: A Discriminant Analysis ApproachAcademy of Management Journal, 29
Richard Steers (1977)
Antecedents and outcomes of organizational commitment.Administrative science quarterly, 22 1
Sal Kukalis (1991)
DETERMINANTS OF STRATEGIC PLANNING SYSTEMS IN LARGE ORGANIZATIONS: A CONTINGENCY APPROACH*Journal of Management Studies, 28
Scott Armstrong (1982)
The value of formal planning for strategic decisions: Review of empirical researchSouthern Medical Journal, 3
Gregory Dess, D. Beard (1984)
Dimensions of Organizational Task Environments.Administrative Science Quarterly, 29
Reid Reid (1989)
Operationalizing strategic planningStrategic Management Journal, 10
V. Govindarajan (1986)
IMPACT OF PARTICIPATION IN THE BUDGETARY PROCESS ON MANAGERIAL ATTITUDES AND PERFORMANCE: UNIVERSALISTIC AND CONTINGENCY PERSPECTIVES*Decision Sciences, 17
N. Venkatraman (1990)
Performance Implications Of Strategic Coalignment: A Methodological PerspectiveJournal of Management Studies, 27
Venkatraman Venkatraman, Prescott Prescott (1990)
Environment‐strategy coalignment: an empirical examination of its performance implicationsStrategic Management Journal, 11
David Miller, P. Friesen (1983)
Strategy‐making and environment: The third linkSouthern Medical Journal, 4
Rhyne Rhyne (1985)
The relationship of information usage characteristics to planning system sophistication: an empirical examinationStrategic Management Journal, 6
J. Bracker, John Pearson (1986)
Planning and Financial Performance of Small, Mature FirmsSouthern Medical Journal, 7
Miller Miller, Friesen Friesen (1982)
Innovation in conservative and entrepreneurial firms: two models of strategic momentumStrategic Management Journal, 31
David Hall, M. Saias (1980)
Strategy follows structureSouthern Medical Journal, 1
Lenz Lenz, Engledow Engledow (1986)
Environmental analysis: the applicability of current theoryStrategic Management Journal, 7
D. Sinha (1990)
The contribution of formal planning to decisionsSouthern Medical Journal, 11
Ramanujam Ramanujam, Venkatraman Venkatraman (1987)
Planning system characteristics and planning effectivenessStrategic Management Journal, 8
Sinha Sinha (1990)
The contributions of formal planning to decisionsStrategic Management Journal, 11
F. Paine, C. Anderson (1977)
CONTINGENCIES AFFECTING STRATEGY FORMULATION AND EFFECTIVENESS: AN EMPIRICAL STUDYJournal of Management Studies, 14
R. Lenz, Jack Engledow (1986)
Environmental analysis: The applicability of current theorySouthern Medical Journal, 7
King King (1983)
Evaluating strategic planning systemsStrategic Management Journal, 4
S. Shortell, E. Morrison, Shelley Robbins (1985)
Strategy Making in Health Care Organizations: A Framework and Agenda for ResearchMedical Care Research and Review, 42
E. Zajac, S. Shortell (1989)
Changing generic strategies: Likelihood, direction, and performance implicationsStrategic Management Journal, 10
Hall Hall, Saias Saias (1980)
Strategy follows structureStrategic Management Journal, 1
Stephen Mcdaniel, J. Kolari (1987)
Marketing Strategy Implications of the Miles and Snow Strategic TypologyJournal of Marketing, 51
S. Shortell, E. Zajac (1990)
Perceptual and archival measures of Miles and Snow's strategic types: a comprehensive assessment of reliability and validity.Academy of Management journal. Academy of Management, 33 4
Sal Kukalis (1988)
Strategic planning in large US corporations--A surveyOmega-international Journal of Management Science, 16
Bracker Bracker, Pearson Pearson (1986)
Planning and financial performance of small mature firmsStrategic Management Journal, 7
E. Segev (1989)
A systematic comparative analysis and synthesis of two business-level strategic typologiesSouthern Medical Journal, 10
Lawrence Rhyne (1986)
The Relationship of Strategic Planning to Financial PerformanceSouthern Medical Journal, 7
Miller Miller, Friesen Friesen (1983)
Strategy‐making and environment: the third linkStrategic Management Journal, 4
ABSTRACT This article examines the differences in strategic planning system characteristics such as planning implementation, market research competence, key personnel involvement, degree of assistance provided by the planning staff and innovativeness of strategies between the Prospector and Defender strategic archetypes. the study also tests whether deviations from a defined ideal profile of strategic planning system characteristics has implications for performance within each strategic archetype. the findings reveal significant differences in strategic planning system characteristics between Prospectors and Defenders, as well as suggest negative performance implications for deviating from a defined ideal profile of strategic planning system characteristics among Prospector organizations.
Journal of Management Studies – Wiley
Published: May 1, 1993
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.