Strategic planning and performance: extending the debate

John M. Rudd, Gordon E. Greenley, Amanda T. Beaston, Ian N. Lings

Research output: Contribution to journalArticlepeer-review

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.
Original languageEnglish
Pages (from-to)99-108
Number of pages10
JournalJournal of Business Research
Volume61
Issue number2
DOIs
Publication statusPublished - Feb 2008

Keywords

  • strategic planning
  • performance
  • flexibility

Fingerprint Dive into the research topics of 'Strategic planning and performance: extending the debate'. Together they form a unique fingerprint.

Cite this