Initiating strategic planning

Initiating strategic planning

Harris L.C. and Ogbonna E. Journal of Business Research, January 2006, Vol. 59 No. 1, Start Page: 100, No. of pages: 12

Purpose – To examine the contingencies that affect whether strategic thinking is translated into subsequent formal strategic planning. Design/methodology/approach – Identifies and discusses ten factors associated with the successful initiation of planning. Groups these factors into three main areas: management characteristics, firm dynamics and environmental factors. Discusses executives’ planning skills, long-term orientation,intrapreneurship, perception of past success, competitor orientation, cultural entrenchment, resource richness, anti-planning political behavior, competitive intensity and the industry-wide mindset. Develops hypotheses linking each of these to the successful planning initiation. Reports findings from a postal survey to which over two hundred firms responded. Findings – Obtains evidence that eight of the ten variables considered were significantly associated with planning initiation. Finds however that executives’planning skills and intrapreneurship were not related to planning initiation. Notes, however that a link between skills and planning moderated by age was identified. Discusses the links between firm dynamics and planning initiation and the likelihood that the potential failure of poorly resourced planning efforts may explain why some firms, particularly small businesses, fail to initiate planning successfully. Research limitations/implications –Suggests further analysis using structural equation modeling and path analysis rather than regression analysis. Originality/value – Identifies eight significant factors linked with successful planning initiation.ISSN:0148-2963Reference: 35AA842

Keywords: Management effectiveness, Process management, Strategic planning