1

Author Dr. Yunus Adeleke Dauda, Waidi Adeniyi Akingbade and Hamed Babatunde AkinlabiYear 2010

Title Strategic Management Practice and Corporate Performance of Selected Small Business Enterprises in Lagos Metropolis

Methodology

Cross sectional survey, with structured questionnaire Random sampling Sample size: 140 Data analysis: Pearson product moment coefficient of correlation and descriptive statistics

Findings Strategic management practices enhance both organizational profitability and company market share.

Literature Gaps Strategic management practices and performance/growth in other industries. Is it probable that strategic management may not be needed in other industries?

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Author Anastasia A. KatouYear 2008Title Measuring the impact of HRM on organizational performance

Methodology Survey (questionnaire) Sample size: 600 firms Sampling technique: stratified

Findings

HRM policies directly influence HRM outcomes such as collective skills, attitudes, and behaviors, and thus, indirectly through HRM outcomes improve organizational performance.

HRM policies are significantly, positively and directly related to organizational performance. The study assumes that HRM policies are influenced by business strategies.

Literature GapsWhat other factors add up to HRM outcomes to ensure efficient and effective linkage between HR policies and performance?The level of influence of specific mediating factors on the effective implementation of HRM policies.

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Author Andersen, Torben JuulYear 2000Title Strategic Planning, Autonomous Actions and Corporate Performance

Methodology Survey (both questionnaire and interviews) Probability, multi-stage, stratified, and simple random sampling techniques. Data analysis: descriptive statistics and correlation; multiple regression,

Findings

Strategic planning is important and enhances performance in all the industrial settings. Autonomous action is effective among firms operating in dynamic and complex industries. Strategic planning processes are essential to good performance in all industrial environments and should not be

ignored.

Literature Gaps The relevance of both strategic planning processes and autonomous action within a specific industry, and their complimentary levels.

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Author Robert M. Arasa, Evans O. Aosa and Vincent N. MachukiYear 2011Title Participatory orientation to strategic planning process: Does it Pay?

MethodologySurvey (questionnaire)Population: insurance companiesCorrelation analysis

Findings Employee participation in strategic planning process is embraced across firms studied. Participatory orientation to strategic planning does influence the realization of strategic planning outcomes. There is a relationship between employee participation and firm performance.

Literature GapsThe influence of other stakeholder groups (primary/secondary) on strategic planning and its expected outcomes.Need to carry out research in other service sub-sectors (besides insurance).

5 Author Jon C. Phillips and Dr. H.Christopher Peterson

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Year July 29, 1999Title Strategic Planning and Firm Performance: A Proposed Theoretical Model for Small Agribusiness Firms.Methodology Secondary sources: review of related literature.Findings There is empirical support for a link between strategic planning and the performance of firms.

Literature GapsAnalyze performance by obtaining financial performance data from the owners of small agribusinesses.Difficulty in quantifying independent variables of the proposed framework.

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Author Jehad S. Aldehayyat and Naseem TwaissiYear March 22, 2011

TitleStrategic Planning and Corporate Performance Relationship in Small Business Firms: Evidence from a Middle East Country Context

Methodology

Survey (questionnaire)Population: all (105) registered stock exchange small industrial firms.Sample = populationData analysis: Spearman’s correlation

Findings

Companies give less importance to internal scanning; more interested in external scanning (issues).There is relatively little focuses on the use of strategy techniques; the most used technique is financial analysis.There is high level of line management participation in strategic activities.Middle management participate in strategic activities but less in choosing strategic proposals.All strategic planning dimensions and overall strategic planning had a significant relationship with corporate performance.

Literature Gaps

A study is needed to confirm if truly the analysis of world-wide competitive trends is related to smaller companies as concluded by the researchNeed to use a more indirect approach to collect data since data obtained for variables were self-reported and not obtained from independent source.

7 Author Amin Mohammadi Almani and Majid Ghanbarinejad EsfaghansaryYear 2011Title Strategic Planning: A Tool for Managing Organizations in Competitive EnvironmentsMethodology Secondary sources: review of related literature.

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Findings

Strategic planning provides a framework for steering operations in the desired direction over the future Strategic planning is a powerful tool for organizations to cope with an uncertain future Organizations using the principles of strategic planning are by far in better condition in marketing,

profitably and beneficiation. Organizations that embrace strategic planning are better able to pursue growth opportunities in a time of

crisis. Strategic planning is undergoing a resurgence is simply because many organizations have realized that the

uncertainty of the current environment is precisely the reason why an organization should proceed with strategic planning.

Literature GapsDoes not address the different techniques to plan strategically.Does not consider mediating mechanisms linking strategic planning and performance; it only confirms that a strategy is panacea for uncertain environments. How?

8 Author Alev M. Efendioglu and A. Tugba KarabulutYear April 2010Title Impact of Strategic Planning on Financial Performance of Companies in Turkey

MethodologySurvey (with questionnaire)Cross-sectional study.Probability, stratified sampling technique.

Findings

A large number of domestic and foreign firms in our sample have a strategic process in place; considered a very important organizational activity, and an annual event.

Local firms in our study have increasingly adopted the techniques and tools of strategic planning more commonly employed by foreign firms.

They have increasingly involved their top management in the process, allocated more resources to it, and incorporated greater formality into the process.

Over time the importance of organizational process in Turkish firms have come to more closely resemble those of foreign firms.

Only few issues addressed during strategic planning have effects on firms performance; The two activities/components that strongly correlates and impacts organizational performance are

“involvement of top management in the process” and “having a mission statement”.Literature Gaps Planning techniques used;

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Pervasiveness of the process in service organizations;

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Author Ilesanmi, O. A.Year 2011Title The Impact of Strategic Planning on the Performance of Nigerian Banks

MethodologySecondary data;Data analyzed using regression model;Statistical Packages for Social Sciences (SPSS) used for interpretation;

Findings

Strategic planning is constantly being engaged at UBA Plc and is being carried out majorly by the senior management periodically.

The setting of good corporate missions and objectives are important in the strategic planning process. The strategic planning process is susceptible to externalities and uncertainties in the economy but

contingency plans are always put in place to cushion the effects. There is no absolute universally recognized format for strategic planning or in determining its variables

but for the purpose of this study, the total assets of UBA Plc were used to suffice. The overall benefits of strategic planning on UBA Plc are increased profits and turnover, customer

patronage, market leadership and strong brand identity. That performance at UBA Plc is usually determined by the impact of the company’s strategic planning

system.

Literature Gapsother variables (besides assets) which contribute to the performance indices should be identified and measured.

10 Author Ramli Bahroom, Latifah Abdol Latif and Rosila Abu ZarinYear 2009Title Strategic Planning Practices at a Malaysian Private University: The OUM Experience

MethodologySecondary sources: review of related literature.Descriptive – more of a report

Findings Strategic planning is an effective tool in plotting the direction of an institution;

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Strategic innovation and tinkering with the strategic plan is an essential strategy to ensure that the institution survive in the current erratic and turbulent higher education business.

Strategic planning should be flexible enough to allow for continuous improvements brought about by highly uncertain future environment.

Literature Gaps

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Author Stephen M. BainbridgeYear 2000

TitleEmployee involvement in workplace governance post-collective bargaining. A retrospective on Selznick’s law, society, and industrial justice.

MethodologyLiterature review.Analysis: multiple regression

FindingsEmployee participation in workplace governance today takes place through the various forms of participatory management that serve mainly as a way for managers to extract information from employees and prevent workers from shirking.

Literature Gaps

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Author C. Chet Miller and Laura B. CardinalYear 1994Title Strategic Planning and Firm Performance: A Synthesis of More than Two Decades of ResearchMethodology Literature review

Findings

Strategic planning to positively affect firm performance.Who have concluded that planning does not generally benefit performance appear to have been incorrect.Variation in planning-performance relationships is explained best by methods variables.Strategic planning affects performance more strongly in large firms than in small firms.Samples of large firms exhibit stronger planning-performance correlations than samples of small firms.

Literature Gaps Does not seem to mention the challenges of strategic planning.

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Author Robert M. GrantYear 2003Title Strategic Planning in a Turbulent Environment: Evidence from the Oil Majors

MethodologyExploratoryComparative case study (interviews)

Findings

Strategic planning continues to play a central role in the management systems of large companies.The study points to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines.Planning systems foster adaptation and responsiveness, with limited innovation and analytical sophistication.Strategic planning practices have changed substantially over the past two decades in response to the challenges of strategy formulation in turbulent and unpredictable environments.Strategic planning processes have become more decentralized, less staff driven, and more informal, while strategic plans themselves have become shorter term, more goal focused, and less specific with regard to actions and resource allocations.Strategic planning has become less about strategic decision making and more a mechanism for coordination and performance managing.

Literature Gaps Focused on theorizing operations and not on mediating mechanisms to achieve ends.

14 Author Atif HussainYear June 6, 2009

TitleUsing Balanced Scorecard (BSC) to Improve Quality and Performance of ASKARI BANK: A Case Study in PAKISTAN

MethodologySurvey (with questionnaire through intranet)Data analysis: BSC_Designer Software; used cross tabulation

Findings Respondents from all locations have affirmed management’s positive response towards two-way communication i.e. listening to concerns of employees and encouraging socialization amongst staff members.Respondents have shown rare/sometime holding of staff meetings by their supervisor.Respondents see their career development and growth opportunities with the Bank,

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particularly staff who have joined us within last two years are fairly optimistic about their career growth within the bank.Almost 50% believed they are well paid.Respondents have shown a very good understanding of our core values (Commitment, Integrity, Fairness, Teamwork and Service) in principle and in practice.

Literature Gaps

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Author Keith W. Glaister, Omer Dincer, Ekrem Tatoglu, Mehmet Demirbag, Selim ZaimYear 2008

TitleA causal analysis of formal strategic planning and firm performance: Evidence from an emerging country

Methodology

Postal surveySample frame derived from the database of the Istanbul Chamber of Industry’s 500 largest Turkish manufacturing companies and the database of companies quoted on the Istanbul Stock Exchange. Using LISREL causal modeling the moderating effects of a set of contingency factors on the relationship between formal strategic planning and firm performance were investigated.

Findings

A strong and positive relationship was formed between formal strategic planning and firm performance, which tends to confirm the arguments of the prescriptive strategic management literature. The test results also verify the moderating roles of environmental turbulence, organization structure and firm size on the strategic planning-performance link.

Literature Gaps

Need to employ qualitative data gathering techniques to obtain rich data due to the subtlety and complexity of strategic planning.Incorporation of qualitative performance measures, in addition to financial measures would enrich our understanding of the planning-performance relationship.

16 Author Keith W. Glaister, Omer Dincer, Ekrem Tatoglu, Mehmet DemirbagYear 2008Title A comparison of strategic planning practices in companies from the UK and Turkey

MethodologySurveyStructured mail questionnaire.

Findings Contrary to expectations, it appears that Turkish firms rather than UK firms are more favorably

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disposed to strategic planning. The exception to this is the adoption and use of a range of tools/techniques of strategic analysis, which are more regularly employed by UK firms than by Turkish firms.

Literature GapsInvestigate the relationship between firms’ views on the strategic planning process and their use of strategic planning techniques.Examine the relationship between strategic planning and organisational performance.

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Author Ian Sadler and Richard GoughYear 2004Title Applying a strategic planning process to several supply chain partners

Methodology

Strategic operations and logistics planning (SOLP) process was used. It involves researchers facilitating many meetings of the planning team in an action research setting at their premises. Combining knowledge from operations strategy and socio-technical systems (STS), participant observation and semi-structured surveys are used to obtain rich data.

Findings

Carrying out the process twice at a heavy fabrication business (HFB) in Australia demonstrated that a team of chain managers can formulate strategic operations plans for a complete heavy industry chain. Extensive support, in the form of worksheets and facilitation, is important to formulation and extent of implementation of the plans. A case is made that assistance is probably necessary for full implementation of those plans.

Literature GapsWhilst limited to cases in a heavy manufacturer, the research could be carried out among a range of medium-sized supply chains.

18 Author Bianca Groen, Mirthe van de Belt, Celeste WilderomYear 2012Title Enabling Performance Measurement in a Small Professional Service Firm

MethodologyProcess-consultation type of action research design. The effects of this intervention were assessed by means of document analysis, participant observation, and individual/group interviews.

Findings The enabling PMS development process helped the firm deal with three challenges common to small PSFs: (1) it increased employees’ understanding about how to apply the firm’s strategy, (2) it led to greater knowledge exchange among employees, and (3) it enabled them to create

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new knowledge.

Literature GapsThis study’s results suggest the type of intervention used for developing an enabling PMS—that has already been shown to be effective in large firms—may also be useful for small PSFs.

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Author Donald ChruscielYear 2011Title Environmental scan: influence on strategic direction

MethodologyAfter defining the environmental scan, its usefulness was explored from the perspective of a single case study public institution FM organization. Once the information is captured, the potential analysis and value was discussed.

Findings

The environmental scan is seen as a valuable tool in the FM organization to solicit input from both the institution’s administration and the customer community leaders. Through this analysis, the FM organization can refine its strategic direction by determining what it is doing well, what it should investigate doing, and what it should consider to stop doing.

Literature Gaps The single case study does raise the issue of generalizability. Need to explore other industries.

20 Author Nicholas O'Regan, Abby GhobadianYear 2006Title Formal strategic planning: The key to effective business process management?

Methodology

Random sample methodology based on a directory available from a reputable commercial firm.Data gathered by means of survey questionnaire; five-point Likert type scale with a response of , 1 indicating that an item received “no emphasis”, and 5 indicating an item received “strong emphasis”.Wilcoxon testOpinion research.

Findings The perceived key strategic planning process barriers are related to implementation taking longer than anticipated, followed by unanticipated problems and external factors.Implementation barriers were experienced by a greater extent by low performing firms than by high performing firms, even though differences are statistically insignificant. High performing firms tend to focus on the implementation of the strategy planning process, whereas in low performing firms there is a greater degree of uncertainty and a lower degree of confidence.

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The results indicate that all eight barriers/problems to the implementation of strategic planning were experienced by both firm types. However, non-formal strategic planning firms indicated a greater emphasis on each barrier than formal strategic planning firms, which implies that formal planning helps in meeting the problems to a limited extent. Formal and non-formal planning firms experience similar implementation problems.

Literature Gaps

There’s a mixed picture and a lack of consensus as regards the impact of formal planning on the minimization or elimination of the barriers to the deployment of strategic planning: further research recommended.Need to augment qualitative with quantitative data.

21 Author Enrique Minarro-Viseras, Tim Baines, Mike SweeneyYear 2005Title Key success factors when implementing strategic manufacturing initiatives

MethodologyQuestionnaire-based survey.Personal interviews and case studies.

Findings

Practitioners focusing their attention on the KSFs identified are more likely to succeed. Once these factors have been identified, the value of benchmarking project management methodologies then comes from drawing attention to those tasks that are key to the success of the implementation of SMIs.A project manager’s individual qualities and skills are the most critical factor for the success of the implementation of a SMI.The success of project management in the strategic manufacturing field is very much dependent on the human side of a project.Organisations facing the successful accomplishment of a SMI must focus their efforts in ensuring the availability of resources and convincing employees of the criticality of the initiative.Project management critically contributes to the success of the implementation of SMIs.A successful project management methodology for the implementation of SMIs would emphasise the use of project quality, cost and time management processes.

Literature Gaps Test the validity of the findings of this research by seeking practitioners’ judgment using a different research method and a different research design.Use a different sample of companies in order to confirm the universality of our results.

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Study individual manufacturing sectors in order to report any alterations in the order of criticality of the factors.

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Author William A. Drago, Christine ClementsYear 1999Title Leadership characteristics and strategic planning

MethodologySurvey (with questionnaire).Randomly selected respondents.

Findings

Generally, leadership characteristics studied, including power/control, creativity and people/dependence, were strong predictors of planning intensity and most planning tools considered, with the exception of long-term objectives.Where planning intensity, or the emphasis placed on all direction-setting tools, was relatively indifferent to specific leader characteristics (all leader characteristics were significant predictors), individual direction-setting tools tended to be stressed by leaders with different characteristics.Those leaders strong on people/dependence stressed mission/vision, short-term objectives and action planning.Leaders strong on power/control emphasized direction-setting tools that provided the greatest specificity including short-term objectives and action planning.Leaders strong on creativity stressed mission/vision, a longer-term and broadly focused direction-setting tool.

Literature Gaps

To determine if the relationships noted in this study are similar in a wider range of firms. The limited number of items used to assess leader characteristics suggests the possibility of other important characteristics that may effect the use of planning and specific direction-setting tools.Use of various direction-setting tools in the planning process is only one of many important dimensions of the planning process. Further research is necessary to determine if leader characteristics are associated to other dimensions as well.

23 Author Raúl León-Soriano, María Jesús Muñoz-Torres, Ricardo Chalmeta-RosaleñYear 2010

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Title Methodology for sustainability strategic planning and managementMethodology Literature review

Findings

The methodology can be easily implemented at companies with a minimum of computer resources, but managers play a key role in its success, since they are the responsible for providing the necessary environment for overcoming such an important change.To successfully carry out a project aimed at developing and implementing a SBSC, it is essential to have a step-by-step methodology that directs the development and implementation processes.

Literature GapsThe methodology has only been applied once and their results will only be able to be analyzed after a long time. Meanwhile, more implementations have to be performed to test and improve the different steps and tools until the methodology can be considered definitive.

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Author Willem Salet, Johan WoltjerYear 2009Title New concepts of strategic spatial planning dilemmas in the Dutch Randstad region

Methodologycase study-based theoretical review of types of metropolitan planning, drawing on original policy documents and interviews with relevant policymakers.

Findings

It is shown that the answer to addressing the challenges of development planning at the city-regional level is not primarily to enlarge the steering powers of regional planning per se, but to broaden its strategic network capacity through enlarging the coordinative and communicative intelligence of the intermediate regional planning bodies. This allows better responsiveness to the evident transformation processes within spatial development planning as such, with a growing emphasis on a strategic element within it. This, again, is more in line with the changeability of urban space.

Literature Gaps

25 Author Manuela Pardo-del-Val, Clara Martínez-Fuentes, Salvador Roig-DobónYear 2012Title Participative management and its influence on organizational changeMethodology Literature review

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Questionnaire sent by post and by e-mail to a sample of companies, who fulfilled the requirement of employing more than 50 people, and who had recently faced a change process.

Findings

Data suggest that participative management might be giving the members of the organization the necessary tools to question aspects that could endanger changes, thus considering participation as a knowledge broker that sheds light along the change process through the increase of resistance to change sources.

Literature Gaps

This research might help practitioners to look at resistance to change from a positive point of view, therefore, participation might be considered a tool to show potential weaknesses and help change agents to improve change outcomes.Level/amount of participation must be considered.

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Author Mott LinnYear 2008Title Planning strategically and strategic planning

MethodologyLiterature reviewThe paper discusses and gives examples to illustrate why an institution does not need to go through an intricate strategic planning process.

Findings A laborious process is not needed to plan a library’s strategic direction.Literature Gaps Empirical study is needed for confirmation.

27 Author Mostafa Jazayeri, Danture Wickramsinghe, Tharusha GooneratneYear 2011Title Convergence versus divergence of performance measurement systems: Lessons from spatial variations

MethodologyScenarios are drawn from two case studies: BAE Systems (a large UK manufacturing company) and Alpha (a medium-sized Sri Lankan manufacturing company).The data were collected through in-depth interviews and documentary sources.

Findings An internal “culture change programe” led to a business value scorecard (BVS) in BAE Systems, and an external knowledge diffusion programe gave rise to a balanced scorecard (BSC) in Alpha.The culture change programme was facilitated by a particular institutional logic resulting in a successful BVS practice.

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In contrast, at Alpha, the BSC project was externally imposed, although it was designed with the blessing of the owner-manager. This triggered internal controversies and the workforce became unreceptive.Consequently, attention was diverted to other management fads such as total quality management, Six Sigma, and enterprise resource planning but these were also short lived.

Literature Gaps

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Author Andrew BoothYear 2006Title Counting what counts: performance measurement and evidence-based practice

MethodologyThe paper presents a selective review of key writings in evidence-based library and information practice (EBLIP) for reference to performance measurement.

FindingsThe paper finds that performance measurement may variously be viewed as one small, but essential, stage of EBLIP or an overarching approach to utilization of data of which research-derived evidence is a single source.

Literature Gaps

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Author Matthew J. Giblin, George W. BurrussYear 2009Title Developing a measurement model of institutional processes in policing.

MethodologyFirst and second-order confirmatory factor analyses are performed on secondary data originally collected in a 1997 national survey of law enforcement agencies about their approach to community policing.

FindingsThe results showed a refined model of institutional processes including three constructs – professionalization, publications, and mimesis. A construct indicated by funding measures does not seem to be consistent with other institutional pressures.

Literature GapsThe research made use of available data and existing measures not explicitly constructed for the purpose of theory testing.

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Author Shun-Hsing Chen, Hui-Hua Wang, King-Jang YangYear 2009Title Establishment and application of performance measure indicators for universities.

Methodology

A literature analysis was conducted and European, American and Taiwanese education evaluation indicators were used to develop the PMIs. Data were collected from the following sources: US-MBNAQ; US News & World Report; two renowned US education journals; UK University Committee Reports; UK-CVCP/UGC; three renowned UK education evaluation newspapers, opinions from the Ministry of Education and submissions from scholars in Australia and Taiwan. A total of 13 scholars were invited to participate in the literature review and analysis, which employed Delphi methods.

Findings

The indicators included 18 measurement dimensions, and 78 PMIs were developed. Applying these PMIs resulted in the creation of key performance indicators and a balanced scorecard (BSC) of performance measures. In addition, BSC represented a self-evaluation performance indicator that universities could use to achieve the objective of performance management.

Literature Gaps

31 Author Samer KhasawnehYear 2011

TitleHuman capital planning in higher education institutions: A strategic human resource development initiative in Jordan

Methodology

A random sample of 120 faculty members (in administrative positions) responded to a human capital planning (HCP) survey.The survey consisted of a pool of 38 items distributed over five dimensions (i.e. planning, analyzing, organizing, directing, and monitoring).

Findings Based on participants’ perceptions, the higher education institutions under study have a strong level of HCP. Examples of HCP include identifying sources of relevant employment and workforce data, establishing competency models, training internal talent, updating and ensuring the accuracy of all job descriptions, and establishing organizational learning practices that encourage employees to engage in lifelong learning.The results also indicate that there are no significant differences in assessing the status of human capital planning based on the gender of participants and their university affiliation.However, significant differences were detected based on type of position only on the planning and monitoring dimensions in favor of department chairs.

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Literature Gaps

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Author Akinyele Samuel Taiwo and Fasogbon Olufunke IdunnuYear 2007Title Impact of Strategic Planning on Organizational Performance and Survival

Methodology

A survey technique was used with the administration of questionnaires to 100 respondents (of which 80 was retrieved) comprising of both the senior and junior staff in various First bank branches in Lagos metropolis. The data collected were analyzed using the Statistical Package for Social Sciences (SPSS). Also, T-Test and Chi-square statistical methods were used in testing the hypotheses using the SPSS.

FindingsStrategic planning enhances better organizational performance.Strategic planning intensity is determined by managerial, environmental and organizational factors.There is a link between strategic planning and organizational survival.

Literature GapsIt has well been established that there is a positive correlation between strategic planning and performance. What is left, then, is a look at the mediating mechanisms.

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Author Juha KettunenYear 2005Title Implementation of strategies in continuing education

MethodologyLiterature reviewThe balanced scorecard.

FindingsThe strategy of focus combined with the strategy of cost-efficiency is applicable for higher education institutions. These strategies can be adjusted, for example, to profitable growth in continuing education.

Literature Gaps

34 Author Swee C. GohYear 2012Title Making performance measurement systems more effective in public sector organizations

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Methodology

Literature review.It reviews literature on public sector performance management and measurement and develops a conceptual framework to explain how public sector performance measurement systems can be made more effective in light of the research evidence.

Findings

Paper suggests that three important factors need to be considered in the effective implementation of a performance measurement system in the public sector. They are managerial discretion, a learning and evaluative organizational culture and stakeholder involvement. These three factors are discussed and its impact on performance measurement is explored.

Literature Gaps

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Author Zahirul HoqueYear 2008Title Measuring and reporting public sector outputs/outcomes: Exploratory evidence from Australia

MethodologyExploratory study: literature review.Texts and contents from archival sources such as published annual reports and department web sites provided insightful and interesting findings.

Findings

The paper reveals that performance measurement systems design as a central thrust to the subject government departments’ strategic planning and management framework. Furthermore, content analyses of the data indicate a clear linkage between the recently introduced “managing for outcomes” framework and performance measurement practices of government departments.

Literature Gaps

36 Author Mattias ElgYear 2007Title The process of constructing performance measurement

Methodology method of analysis used for this work is based on three empirical studies

The main argument for using performance measurement is thatit creates possibilities for managers to gain knowledge about what is going on within the organizationand direct future behaviour. The effectiveness of such a knowledge creation process is partlydependent on local circumstances of how information is being created.

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Findings

In large scale performance measurement systems we can expect that several people areinvolved in constructing information. These people are either directly involved or have indirectinfluence over the construction process. Different motives and cognition play an important role asinformation is shaped and reshaped from the collection of raw data until its final usage in managementsettings.

Literature Gaps

The research field is provided with an alternative view ofwhat it means to work with performance measurement. This includes decomposition of the traditionalmechanistic view of performance measurement.

How should the organization setup and design the system if they acknowledge this constructive aspect? Are there waysin which organizations can assess the quality of the data? Are there steps in theconstruction process which severely interfere and make decision making out of date?Can we find some specific leverage in the performance measurement system whichenhances learning?

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Author Anders Bordum

Year 2010Title The strategic balance in a change management perspective

Methodology

The paper revisits the development of strategic managementand contains a rational reconstruction of core assumptions relevant to managing change. In the firstsection, the historical origin of strategic managements approach to change is rationally reconstructed.The next sections analyze and interpret core assumptions underlying the strategic managementapproach to planning and change. The next section explicate the conceptual strategic hierarchyshowing that developments in strategy make theories of planning and control more abstract andcomplex, but nevertheless preserve the idea of planning and control as a demand for strategic balance.The last section inserts this discussion into a change management framework pointing to a practicalparadox emerging and addressing a possible solution.

FindingsIt is argued that a practical paradox emerges between the time horizon inscribed inconcepts of strategic management and planning and the empirical demands to it under the pressures ofhigh frequency change.

Literature GapsWhenis it possible to design and manage a balanced strategic change process under conditionsof rapid high-frequency change

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Author Marko Kohtamäki, Sascha Kraus, Markus Mäkelä, Mikko Rönkkö

Year 2012

TitleThe role of personnel commitment to strategy implementation and organisational learning within the relationship between strategic planning and company performance.

Methodology Using data from 160 small and medium-sized Finnish IT companies, the authors conduct an Mplus-analysis

Findings

To implement strategies successfully, companies need capabilities to develop thesestrategies in such a way that their personnel will commit to implementing them andthat strategy will steer employees’ behaviour in the intended direction.

The findings indicate that participative strategic planning positively affects personnel commitment to strategy implementation, which thereby increases company performance. However, according to the analysis, participative strategic planning does not impact organisational learning, although organisational learning does have a positive impact on company performance.

Literature Gaps

The results of this study are generalisable to a dynamic industry context of small and medium-sized IT-firms operating in a small open economy, such as that of Finland.Second, the data arecross-sectional; therefore, the results should also be tested using a longitudinalresearch setting.

Finally, we also believethat further research should continue our search for variables mediating or moderatingthe relationship between participative strategic planning and performance.

39 Author Nico Nieboer

Year 2011Title Strategic planning process models

MethodologyCase studies have been held among six Dutch non-profitlandlords. These case studies included interviews with both policy staff and staff responsible forindividual investment projects.

Findings

In the Dutch non-profit housing sector, models based on principles of strategic businessplanning and similar models have been applied to structure and to systematise decision making aboutinvestments in the housing stock. These models, however, appear to be unsuccessful in their impact onactual investments in estates or buildings. The main weakness is that these models implicitly supposea vertical, top-down implementation of policies, whereas policies are also formed by other strategies,beliefs and motives in the organisation, either documented or undocumented.

Literature Gaps The research is confined to the Dutch non-profit housingsector. However, similarities of the findings with other policy implementation studies suggest that theimplications for strategic planning models also apply in many other non-profit sectors and maybe evenin commercial sectors.

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the applicability of the results is limited because the fieldworkis based on a small number of organisations in one sector

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Author Kitprem Veskaisri; Peng Chan; Dennis PollardYear 2007

TitleRelationship Between Strategic Planning and SME Success: Empirical Evidence from Thailand

MethodologySurvey research design with questionnairePilot study for reliability

Findings

Age and education level of the SME decision maker are positively correlated with the decision to use strategic planningNeither the gender of the SME decision maker nor the age of the SME business is related to the decision to use strategic planning.Education level has the strongest influence on the decision to use strategic planning while the age of the respondent is also a significant factor.It does not matter how long the small business has been using a written strategic plan because the results show that this is not significantly correlated with any of the growth variables.

Literature GapsGrowth variables have not been extensive. Identify other growth variables that could influence the relationship between strategic planning and firm performance – mediating variables.

41 Author Lori l. SilvermanYear 2000Title Using real time strategic change for strategy implementationMethodology Review of related literature.Findings Strategic planning carries with it many inherent challenges; the amount of time

required to develop, deploy and implement the plan as well as align people around its breakthrough strategies. There are a variety of large group intervention methods that can assist organizations in addressing these challenges. These methods require the active support and involvement of senior management in order to be successful. they require the use of a design team to develop the “what” and “how” of the specific event

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based on a clearly defined goal statement.Literature Gaps Need to empirically test conclusions.

42

Author Alexandra L. LernerYear 1999

Title A Strategic Planning Primer for Higher EducationMethodology Review of related literature

Findings

Universities are driven to engage in a strategic planning process by a variety of forces: increasing demand for higher education concurrent with a decline in government funding, changing student demographics, and a need to compete with the emerging models of higher education while keeping the essence of a traditional comprehensive university.Challenges facing higher institutions: decrease in government funding; increase in demand for higher education; changing demographics; keeping elements of a “traditional” model; lack of consensus in state government; and economic transformation.Benefits of strategic planning makes it a tool for the university to find its competitive advantage and place within the environment.

Literature Gaps Need to empirically test conclusions.

43 Author Anders McIlquham-SchmidtYear 2010

TitleAppraising the empirical evidence of the relationship between strategic planning and corporate performance

MethodologyLiterature review: presented the results of three different types of integration methods on a collection of 88 studies of the relationship. The integration methods used are two qualitative (voting method classification) and one quantitative (meta-analysis).

Findings Voting method 1 - face-value: The result of the face-value analysis shows that the general

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perception in the strategic planning literature - that there is a positive relationship between strategic planning and corporate performance - is valid; there is strong support for a positive relationship between strategic planning and corporate performance but the analytical methodology (or lack of such) strongly questions the validity of the result.Voting method 2 - statistical significance: there is still some support for a positive relationship between strategic planning and corporate performance but it is not as strong as the one found in the face-value analysis.The meta-analysis showed at the overall level that there is a positive relationship between strategic planning and corporate performance but it also showed that the relationship is very weak.

Literature Gaps

There are some problems with using the results of the face-value analysis since it is based upon author’s own interpretation of the results and excludes any consideration of statistical significance.Other performance measures be applied to ensure consistency in conclusions, since lack of progress in strategic planning research field is attributed to problems with the application of appropriate techniques.

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Author Janet Moore

Year 2005

TitleSeven recommendations for creating sustainability education at the university level: A guide for change agents

MethodologyThrough a series of workshops using a “value focused thinking”framework, a small team of researchers engaged a large number of stakeholders in a dialogue about sustainability education at the University of British Columbia (UBC), Vancouver, Canada. Recommendations were compiled from workshop data as well as data from 30 interviews of participants connected with decision-making and sustainability at UBC.

Findings

The recommendations include infusing sustainability into all university decisions, promoting and practicing collaboration and transdisciplinarity and focusing on personal and social sustainability. Other recommendations included an integration of university plans, decision-making structures and evaluative measures and the integration of the research, service and teaching components of the university. There is a need for members of the university community to create space for reflection and pedagogical transformation.

Literature Gaps

More research is needed that focuses on transformation, alternative pedagogy and new kinds of organizational and evaluative structures; What does it mean to have a process (or a classroom) that encompasses sustainability?Focus on the short and long-term impacts of community service learning and integrated community-university partnerships related to sustainability initiatives.

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Author Ana Ladeiras, António Mota, Jorge Costa

Year 2010Title Strategic tourism planning in practice: the case of the Open Academy of Tourism

Methodology

The case study presented in this paper is based on anacademic/industry project, launched to support the practical learning of strategic tourism planningand the strategic management of tourism destinations by MBA students. The Open Academy ofTourism, a partnership between the Institute of Tourism, and the Portuguese National Association ofTourism Regions, was created to support the development of strategic plans for Portuguese tourismregions, while allowing students to test and fine tune a model for strategic planning and managingtourism destinations. To better understand the applicability of this model, 13 case studies based on thesame number of strategic plans were developed.

Findings

The paper reveals that the effective management of any tourist destination can beenhanced by following a carefully developed tourism strategy which contemplates the involvement ofall stakeholders. It also demonstrates that academia can work closely together with public tourismorganisations to develop meaningful plans of action for destinations.

Literature Gaps

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Author Maria Manuela Pereira, Nuno Filipe Melão

Year 2012

TitleThe implementation of the Balanced Scorecard in a school district: Lessons learned from an action research study

MethodologyQualitative study: action research approach was used to develop a BSC, help to implement changes and reflect about the outcomes.

Findings

BSC can overcome some weaknesses of Portuguese schools, in the area of strategic management.The implementation of the BSC had mixed results.Implementation of the BSC in the AEX School District was constrained by the limits of the current levels of autonomy granted to non-highereducation public schools.

Literature Gaps Impossible to make generalizations from a single intervention.

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47

Author Susana Elena-Pérez, Ozcan Saritas, Katja Pook, Campbell Warden

Year 2011Title Readyfor the future? Universities' capabilities to strategically manage their intellectual capital

Methodology

The paper reviews recent literature both on conceptual issues andexperiences in relation to foresight and intellectual capital. The paper presents an ongoing projectfocused on the development of a vision for the future of the higher education system in Romania and aframe to differentiate Romanian universities.

Findings

As the Romanian case study shows, a foresight exercise together with a strategicmanagement approach following an IC model, could be useful for policy makers to place HEin a wider context and highlights some of the key issues of the future of the HE sector.

Aframework for mapping and differentiating universities based on IC approaches and its threemain pillars (human, structural and relational capital) will be a key to supportdecision-making processes

the construction of the long-term vision and ofthe strategy through public dialogue will answer, among other things, the need to correlatethe educational offer to the demands of the labour market and will contribute to thestructuring of the development of human capital, one of the key elements of the IC, able toassure the economy’s long-term competitiveness

Literature Gaps

48 Author Sarah McNicol

Year 2005Title The challenges of strategic planning in academic libraries

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MethodologyThe research consisted of a literature and documentationreview, followed by interviews with academic library directors and senior institutional managers.There was also a survey of all UK HE libraries.

Findings

The key issues which need to be addressed by academic libraries in terms of strategicplanning are: the involvement of library staff; communication of library aims and plans externally; level ofactive involvement in institutional and departmental planning; evaluation and target setting; andinvolvement in more “difficult” institutional aims such as income generation and widening participation.

Literature GapsThe response to the various activities of this research projectindicate the lack of interest in outcomes assessment within the academic library sector. There is littlerigorous evidence in this area to inform library professionals.

49 Author Ni Putu S.H. Mimba, G. Jan van Helden, Sandra TillemaYear 2007

TitlePublic sector performance measurement indeveloping countries: A literature review and research agenda

MethodologyBased on a review of prior literature, the paper developsunderstanding of the demand for and supply of performance information in developing countries, andof changes in this area.

Findings The paper argues that public sector organisations in developing countries are likely toface an unbalanced position, i.e. disequilibrium between the demand for and supply of performanceinformation. More precisely, the public sector reforms – which are partly stimulated by a growinginvolvement of some stakeholders – lead to an increasing demand for performance information but,because of the low-institutional capacity and the high level of corruption, this increasing demand is notalways followed by a sufficient supply of performance information. This leads to an

26

“unsatisfieddemand” position.

Literature GapsThe paper concludes with an overview of issues related toPSPM in a developing country context that require further investigation..public sector performance measurement

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Author E. Tapinos, R.G. Dyson, M. Meadows

Year 2005Title The impact of performance measurement in strategic planning

Methodology

A large scale survey was conducted online with WarwickBusiness School alumni. The questionnaire was based on the Strategic Development Process model byDyson. The questionnaire was designed to map the current practice of strategic planning and todetermine its most influential factors on the effectiveness of the process. All questions were closeended and a seven-point Likert scale used. The independent variables were grouped into fourmeaningful factors by factor analysis (Varimax, coefficient of rotation 0.4). The factors produced wereused to build regression models (stepwise) for the five assessments of strategic planning process.Regression models were developed for the totality of the responses, comparing SMEs and largeorganizations and comparing organizations operating in slowly and rapidly changing environments.

Findings

The results indicate that performance measurement stands as one of the four mainfactors characterising the current practice of strategic planning. This research has determined thatcomplexity coming from organizational size and rate of change in the sector creates variation in theimpact of performance measurement in strategic planning. Large organizations and organizationsoperating in rapidly changing environments make greater use of performance measurement.

Literature GapsThis research is based on subjective data, therefore theconclusions do not concern the impact of strategic planning process’ elements on the organizationalperformance achievements, but on the success/effectiveness of the strategic planning process itself.

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51

Author Juha Kettunen

Year 2006Title Strategic planning of regional development in higher education

MethodologyLiterature reviewThe balanced scorecard approach is used to provide a general framework to communicate the strategy.

Findings The approach is useful in accomplishing the strategic themes and objectives.Literature Gaps Empirical evidence is needed to support conclusions.

52

AuthorYearTitleMethodologyFindingsLiterature Gaps

53

AuthorYearTitleMethodologyFindingsLiterature Gaps

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SUMMARY OF LITERATURE# Author Year Title Methodology Findings Literature

Gaps1 Spender, J. C. and Kraaijenbrink, Jeroen,

Why Competitive Strategy Succeeds - and with Whom (2010). Huggins, R. and Izushi, H. (2010) Competition, Competitive Advantage, and Clusters: The Ideas of Michael Porter, Oxford University Press. Available at SSRN: http://ssrn.com/abstract=2106007

2 Freeman, R. Edward and McVea, John, A Stakeholder Approach to Strategic Management (2001). Darden Business School Working Paper No. 01-02. Available at SSRN: http://ssrn.com/abstract=263511 or http://dx.doi.org/10.2139/ssrn.263511

3 Moore, Mark H., The Public Value Scorecard: A Rejoinder and an Alternative to 'Strategic Performance Measurement and Management in Non-

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Profit Organizations' by Robert Kaplan (May 2003). Hauser Center for Nonprofit Organizations Working Paper No. 18. Available at SSRN: http://ssrn.com/abstract=402880 or http://dx.doi.org/10.2139/ssrn.402880

4 Bhagat, Sanjai and Bolton, Brian J., Corporate Governance and Firm Performance (June 2007). Available at SSRN: http://ssrn.com/abstract=1017342 or http://dx.doi.org/10.2139/ssrn.1017342

5 Raggio, Randle D. and Leone, Robert P., The Theoretical Separation of Brand Equity and Brand Value: Managerial Implications for Strategic Planning (March 3, 2006 ). Available at SSRN: http://ssrn.com/abstract=894109 or http://dx.doi.org/10.2139/ssrn.894109

6 COSKUN, Ali, Using the Balanced Scorecard in Strategic Performance Management: A Survey on Turkish Manufacturing Companies (Stratejik Performans Yönetiminde Performans Karnesi Kullanimi: Türkiye'deki Sanayi Isletmeleri Uzerine Bir Arastirma). Muhasebe Bilim Dünyasi Dergisi, Vol. 8, No. 1, pp. 127-153, March 2006. Available at SSRN: http://ssrn.com/abstract=979612

7 Kampanje, Brian Phiri, Twenty Years after Balanced Scorecard (July 6, 2012). Available at SSRN: http://ssrn.com/abstract=2099830

8 Hawn, Olga and Ioannou, Ioannis, Do Actions Speak Louder than Words? The Case of Corporate Social Responsibility (CSR) (July 6,

30

2012). Available at SSRN: http://ssrn.com/abstract=2101775

9 Armstrong, J. Scott, Strategic Planning and Forecasting Fundamentals. THE STRATEGIC MANAGEMENT HANDBOOK, Kenneth Albert, ed., New York: McGraw Hill, 1983. Available at SSRN: http://ssrn.com/abstract=649097

10 Shamsuddoha, Mohammad, Sustainable Growth: Combining Ecological Issues into Strategic Planning (December 2, 2005). Advances in Mining Technology and Management, IIT, Kharagpur, India, November 30-December 2, 2005. Available at SSRN: http://ssrn.com/abstract=1302271 or http://dx.doi.org/10.2139/ssrn.1302271

11 Nevries, Pascal, Kornetzki, Timo and Weide, Gonn K., Characteristics of the Strategic Planning Process and the Relevance of Management Accounting: Evidence from German Dax30 Companies (2006). AAA 2008 MAS Meeting Paper. Available at SSRN: http://ssrn.com/abstract=1004091 or http://dx.doi.org/10.2139/ssrn.1004091

12 Rosenfarb, Noah B., Enhancing Performance and Increasing Profits with Strategic Planning. Available at SSRN: http://ssrn.com/abstract=446940 or http://dx.doi.org/10.2139/ssrn.446940

13 Rohrbeck, René and Bade, Manuel , Environmental Scanning, Futures Research, Strategic Foresight and Organizational Future Orientation: A Review, Integration, and Future Research Directions (June 9, 2012). ISPIM Annual Conference 2012, Barcelona, Spain. Available at SSRN: http://ssrn.com/abstract=2080448

14 Lowder, B. Tim, Strategic Thinking and Strategic Planning: Two Pieces of the Same Puzzle (June 14, 2009). Available at SSRN: http://ssrn.com/abstract=1418793 or http://dx.doi.org/10.2139/ssrn.1418793

15 Gkliatis, Ioannis P. and Koufopoulos, Dimitrios N., Strategic Planning Practices in the Greek Hospitality Industry: Empirical Findings from the Greek 5-Star Hotels (May 14, 2010). Available at SSRN: http://ssrn.com/abstract=1605187 or http://dx.doi.org/10.2139/ssrn.1605187

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16 Ketokivi, Mikko and Castañer, Xavier, Strategic Planning as an Integrative Device (2004). Administrative Science Quarterly, Vol. 49, pp. 337–365, 2004. Available at SSRN: http://ssrn.com/abstract=1687641

17 Koufopoulos, Dimitrios N., Gkliatis, Ioannis P., Argyropoulou, Maria and Zoumbos, Vasilios Thomas, Strategic Planning Approaches in Greek SME’s (June 3, 2010). Available at SSRN: http://ssrn.com/abstract=1619872 or http://dx.doi.org/10.2139/ssrn.1619872

18 Zomorrodian, Asghar, New Approach to Strategic Planning: The Impact of Leadership and Culture on Plan Implantation via the Three Cs: Cooperation, Collaboration and Coordination (March 4, 2011). Available at SSRN: http://ssrn.com/abstract=1777307 or http://dx.doi.org/10.2139/ssrn.1777307

19 Allen, Craig H. , Future Ports Scenarios for 21st Century Port Strategic Planning (December 3, 2011). 79 J. Transp. L. Logist. & Pol’y 89-137 (2012). . Available at SSRN: http://ssrn.com/abstract=1967856 or http://dx.doi.org/10.2139/ssrn.1967856

20 Reddy, Amarender A., Strategic Planning for Profitable Egg Production in India (December 31, 2010). World Poultry, pp. 16-17, March 2010. Available at SSRN: http://ssrn.com/abstract=1733023

21 Mattelaer, Alexander T.J. and Studies, Institute for European, The Strategic Planning of EU Military Operations - The Case of EUFOR TCHAD/RCA (December 8, 2010). Institute for European Studies Working Paper No. 5/2008. Available at SSRN: http://ssrn.com/abstract=1577775 or http://dx.doi.org/10.2139/ssrn.1577775

22 Armstrong, J. Scott, Review of Corporate Strategic Planning (April 1, 1990). Available at SSRN: http://ssrn.com/abstract=1941462 or http://dx.doi.org/10.2139/ssrn.1941462

23 Campuzano, Lydia Guadalupe and Seteroff, Sviatoslav Steve, A Dynamic Approach to Strategic Planning: Concept for Investigation (February 15, 2010). Available at SSRN: http://ssrn.com/abstract=1553400 or http://dx.doi.org/10.2139/ssrn.1553400

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24 Leon, Ramona Diana, Towards Strategic Planning – An Epistemological Perspective (June 16, 2011). Available at SSRN: http://ssrn.com/abstract=1865958 or http://dx.doi.org/10.2139/ssrn.1865958

25 Krishnamurthy, Prabhakar, Social Forecasting - Relevance in Strategic Planning for Corporate Sector (June 29, 2010). Available at SSRN: http://ssrn.com/abstract=1632506 or http://dx.doi.org/10.2139/ssrn.1632506

26 Oboreh, Jacob Snapps and Umukoro, Francis George, An Empirical Investigation into the Effects of Strategic Planning and Satisfaction in Small Firms in Nigeria (April 27, 2011). Sacha Journal of Policy and Strategic Studies, Vol. 1, No. 1, pp. 1-8, April 2011. Available at SSRN: http://ssrn.com/abstract=1824627

27 Leon, Ramona Diana, Strategic Planning – An Analytical Perspective (June 15, 2011). Available at SSRN: http://ssrn.com/abstract=1865127 or http://dx.doi.org/10.2139/ssrn.1865127

28 De Ruijter, Paul A., Alkema, Henk and Stolk, Saskia, How Strategic Planning Can Help Us Get Through the Present World Crisis (February 1, 2012). Available at SSRN: http://ssrn.com/abstract=2038171 or http://dx.doi.org/10.2139/ssrn.2038171

29 Christ, Margaret H., Emett, Scott A., Summers, Scott L. and Wood, David A., The Effects of Preventive and Detective Controls on Employee Performance and Motivation (April 6, 2011). Contemporary Accounting Research, Forthcoming. Available at SSRN: http://ssrn.com/abstract=1489918

30 Singh, Sanjeet, Sharma, Gagan Deep and Cheema, Harman Deep, A Study of Effect of Performance Appraisal on the Organization and the Employee (March 29, 2011). Available at SSRN: http://ssrn.com/abstract=1852017 or http://dx.doi.org/10.2139/ssrn.1852017

31 Presslee, Adam, Vance, Thomas W., Webb, Alan and Jeffrey, Scott, The Effects of Reward Type on Employee Goal Setting, Goal Commitment and Performance (January 11, 2011). AAA 2011 Management Accounting Section (MAS) Meeting Paper; CAAA Annual

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Conference 2011. Available at SSRN: http://ssrn.com/abstract=1656517 or http://dx.doi.org/10.2139/ssrn.1656517

32 John, Jessy, Relevance of Employee Development Plans in Employee Performance Management (October 23, 2010). Available at SSRN: http://ssrn.com/abstract=1711647 or http://dx.doi.org/10.2139/ssrn.1711647

33 Bae, Kiu-Sik, Chuma, Hiroyuki, Kato, Takao, Kim, Dong-Bae and Ohashi, Isao, High Performance Work Practices and Employee Voice: A Comparison of Japanese and Korean Workers. IZA Discussion Paper No. 4956. Available at SSRN: http://ssrn.com/abstract=1631091

34 Andries, Petra and Czarnitzki, Dirk, Small Firm Innovation Performance and Employee Involvement (December 1, 2011). Available at SSRN: http://ssrn.com/abstract=2109277

35 Okantey, Peter Carlos , The Impact of Design on Non-Profit Organizations and Employee Performance (April 30, 2012). Available at SSRN: http://ssrn.com/abstract=2049036 or http://dx.doi.org/10.2139/ssrn.2049036

36 Groen, Bianca A.C., Wouters, Marc J.F. and Wilderom, Celeste, How is Employee Participation in Developing Performance Indicators Related to Employee Job Performance? Agency vs. Self-Determination Theory (August 15, 2011). Available at SSRN: http://ssrn.com/abstract=1909726 or http://dx.doi.org/10.2139/ssrn.1909726

37 Bartel, Ann P., Freeman, Richard B., Ichniowski, Casey and Kleiner, Morris M., Can a Workplace Have an Attitude Problem? Workplace Effects on Employee Attitudes and Organizational Performance (January 28, 2011). Labour Economics, Forthcoming. Available at SSRN: http://ssrn.com/abstract=1772885

38 Dittrich, Dennis Alexis Valin and Kocher, Martin G., Monitoring and Pay: An Experiment on Employee Performance Under Endogenous Supervision (January 11, 2011). Available at SSRN: http://ssrn.com/abstract=1755002 or http://dx.doi.org/10.2139/ssrn.1755002

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38 Okantey, Peter Carlos , The Impact of Design on Non-Profit Organizations and Employee Performance (April 30, 2012). Available at SSRN: http://ssrn.com/abstract=2048855 or http://dx.doi.org/10.2139/ssrn.2048855

40 Podsakoff, Philip M., Ahearne, Michael and MacKenzie, Scott B., Organizational Citizenship Behavior and the Quantity and Quality of Work Group Performance (1997). Journal of Applied Psychology, Vol. 82, No. 2, pp. 262-270, 1997. Available at SSRN: http://ssrn.com/abstract=1584824

41 Csaszar, Felipe A., Organizational Structure as a Determinant of Performance: Evidence from Mutual Funds (July 25, 2011). Strategic Management Journal, Forthcoming. Available at SSRN: http://ssrn.com/abstract=1281559

42 Meier, Kenneth J. and O'Toole, Laurence J., Organizational Performance: Measurement Theory and an Application: Or, Common Source Bias, the Achilles Heel of Public Management Research (2010). APSA 2010 Annual Meeting Paper. Available at SSRN: http://ssrn.com/abstract=1642740

43 Tan, Justin and Peng, Mike W., Organizational Slack and Firm Performance During Economic Transitions: Two Studies from an Emerging Economy (2003). Strategic Management Journal, Vol. 24, pp. 1249-1263, 2003. Available at SSRN: http://ssrn.com/abstract=1552171 or http://dx.doi.org/10.2139/ssrn.1552171

44 He, Xinming, Zhang, Xiaoxiang, Li, Xiaoqing and Piesse, Jenifer, Stakeholder Orientation and Organizational Performance in an Emerging Market (January 14, 2010). Journal of General Management, Forthcoming.. Available at SSRN: http://ssrn.com/abstract=1536504

45 Zia-ud-Din, and Khan, Muhammad Riaz, The Impact of Organizational Commitment on Employees Job Performance: ‘A Study of Oil and Gas Sector of Pakistan’ (March 14, 2010). Available at SSRN: http://ssrn.com/abstract=1570544 or http://dx.doi.org/10.2139/ssrn.1570544

46 Krapp, Michael, Schultze, Wolfgang and Weiler, Andreas, Managerial Performance Evaluation,

35

Internal Trade, and Organizational Design (March 10, 2010). Available at SSRN: http://ssrn.com/abstract=1579416 or http://dx.doi.org/10.2139/ssrn.1579416

47 Sharma, Dhruv, Organizational Strategy: High Performance Organization vs. Learning Organizations? (May 12, 2011). Available at SSRN: http://ssrn.com/abstract=1839985 or http://dx.doi.org/10.2139/ssrn.1839985

48 Uwah, Edem D. and Edu, Bernard Enya, The Impact of Organizational Communication on Corporate Performance: A Study of First Bank of Nigeria Plc, (1972-1992) (August 14, 2009). Available at SSRN: http://ssrn.com/abstract=1452718 or http://dx.doi.org/10.2139/ssrn.1452718

49 Hofmann, Christian and Reichmann, Steffen, Organizational Structure, Aggregation of Performance Measures, and Incentives (August 16, 2010). Available at SSRN: http://ssrn.com/abstract=1659915 or http://dx.doi.org/10.2139/ssrn.1659915

50 Faia Correia, Manuela, Campos Cunha, Rita and Scholten, Marc, Organizational Change and Performance: The Moderating Role of Human Resource Management Centrality (April 7, 2011). Available at SSRN: http://ssrn.com/abstract=1804871 or http://dx.doi.org/10.2139/ssrn.1804871

51 Salim, Islam Mohamed and Sulaiman, Mohamed Bin, Impact of Organizational Innovation on Firm Performance: Evidence from Malaysian-Based ICT Companies (August 6, 2011). Business and Management Review, Vol. 1, No. 5. Available at SSRN: http://ssrn.com/abstract=1906131

52 Jelinek, Ronald, Ahearne, Michael, Mathieu, John and Schillewaert, Niels, A Longitudal Examination of Individual, Organizational, and Contextual Factors on Sales Technology Adoption and Job Performance (January 1, 2006). Journal of Marketing Theory and Practice, Vol. 4, No. 1, pp. 7-23, 2006. Available at SSRN: http://ssrn.com/abstract=1582980

53 Muterera, Jonathan, Leadership Behaviors and Their Impact on Organizational Performance in

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Governmental Entities (March 29, 2012). OIDA International Journal of Sustainable Development, Vol. 3, No. 8, pp. 19-24, 2012. Available at SSRN: http://ssrn.com/abstract=2031053

54 Ryu, Sangyub, Emergency Management and Organizational Performance: Evidence from Hurricane Rita (March 24, 2010). Available at SSRN: http://ssrn.com/abstract=1577964 or http://dx.doi.org/10.2139/ssrn.1577964

55 Khalique, Muhammad, Nassir Shaari, Jamal Abdul, Isa, Abu Hassan Bin Md and Ageel, Adel, Role of Intellectual Capital on the Organizational Performance of Electrical and Electronic SMEs in Pakistan (September 2, 2011). International Journal of Business and Management, Vol. 6, No. 9, 2011. Available at SSRN: http://ssrn.com/abstract=1921304

56 Tronconi, Claudia and Vittucci Marzetti, Giuseppe, Organizational Capital and Firm Performance: Empirical Evidence for European Firms (November 25, 2009). Available at SSRN: http://ssrn.com/abstract=1505974 or http://dx.doi.org/10.2139/ssrn.1505974

57 Backes-Gellner, Uschi, Schneider, Martin R. and Veen, Stephan, Effect of Workforce Age on Quantitative and Qualitative Organizational Performance: Conceptual Framework and Case Study Evidence (February 28, 2011). Available at SSRN: http://ssrn.com/abstract=1773023 or http://dx.doi.org/10.2139/ssrn.1773023

58 Khan, CPA, M. D. Habib-Uz-Zaman, Halabi, Abdel Karim and Khan, Md. Rashidozzaman, Non-Financial Performance Measures - Organizational Performance Relationship in the Bangladeshi Firms: The Moderator Role of Environmental Uncertainty and Corporate Culture (November 28, 2011). Available at SSRN: http://ssrn.com/abstract=1965612 or http://dx.doi.org/10.2139/ssrn.1965612

59 Hoq, Mohammad Ziaul and Chauhan, Ajay Amarsingh, Effects of Organizational Resources on 373 Organizational Performance: An Empirical Study of SMEs (April 2011). Interdisciplinary Journal of Contemporary Research in Business, Vol. 2, No. 12, pp. 373-385, April 2011. Available at SSRN:

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60 Perkmann, Markus, Neely, Andy D. and Walsh, Kathryn, How Should Firms Evaluate Success in University-Industry Alliances? A Performance Measurement System (May 17, 2010). R&D Management, Vol. 41, No. 2, pp. 202–216, March 2011. Available at SSRN: http://ssrn.com/abstract=1609746

61 Burney, Laurie L. and Widener, Sally K., The Effects of Perceptions of Performance Measurement Characteristics on the Workforce (August 7, 2009). AAA 2010 Management Accounting Section (MAS) Meeting Paper. Available at SSRN: http://ssrn.com/abstract=1445571 or http://dx.doi.org/10.2139/ssrn.1445571

62 Khan, Khurram and Shah, Attaullah, Understanding Performance Measurement Through the Literature (December 30, 2011). African Journal of Business Management, Vol. 5, No. 35, pp. 13410-13418, December 2011. Available at SSRN: http://ssrn.com/abstract=1983404

63 Mohamed, Ehab K. A. , Multidimensional Performance Measurement in Islamic Banking (2010). Global Journal of Business Research, Vol. 4, No. 3, pp. 47-60, 2010. Available at SSRN: http://ssrn.com/abstract=1871234

64 Schachter, Hindy Lauer, Towards a More Democratic Performance Measurement (2009). APSA 2009 Toronto Meeting Paper. Available at SSRN: http://ssrn.com/abstract=1450680

65 Meyer, Matthias, Waldkirch, Rüdiger W. and Zaggl, Michal A. , Relative Performance Measurement of Researchers: The High Impact of Data Source Selection (August 1, 2011). Hamburg University of Technology Research Paper No. 5. Available at SSRN: http://ssrn.com/abstract=1959411 or http://dx.doi.org/10.2139/ssrn.1959411

66 Choi, Willie, Hecht, Gary and Tayler, William B., Strategy Selection, Surrogation, and Strategic Performance Measurement Systems (July 4, 2012). Forthcoming, Journal of Accounting Research. Available at SSRN: http://ssrn.com/abstract=1910383 or http://dx.doi.org/10.2139/ssrn.1910383

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67 Triantafylli, Androniki A. and Ballas, Apostolos A., Aligning Strategy and Performance Measurement Systems in the Service Sector Companies: The Greek Example (May 1, 2010). Available at SSRN: http://ssrn.com/abstract=1829507 or http://dx.doi.org/10.2139/ssrn.1829507

68 Payer-Langthaler, Silvia, Duller, Christine and Feldbauer-Durstmüller, Birgit, Performance Measurement in Family Firms: Evidence from Austrian Medium- and Large-Sized Companies (April 23, 2012). International Journal of Strategic Management, Forthcoming . Available at SSRN: http://ssrn.com/abstract=2044759

69 Spigelman, James J., Quality in an Age of Measurement: The Limitations of Performance Indicators (November 28, 2001). Quadrant, Vol. 46, No. 3, p. 9, 2002. Available at SSRN: http://ssrn.com/abstract=1809557

70 Xi, Kangwu Kenneth, Integrating the Global with the Local: Performance Measurement in Multinational Corporations (2011). Transnational Corporations Review, Vol. 3, No. 4, December 2011. Available at SSRN: http://ssrn.com/abstract=2019710

71 Khan, CPA, M. D. Habib-Uz-Zaman, Halabi, Halabi Karim and Ahmed, Rafiuddin, The Roles of Degree of Competition and Types of Business Strategies in Adopting Multiple Performance Measurement Practices: Some Reflections from Bangladesh (November 9, 2011). Research in Accounting and Emerging Economies, Vol. 10, pp. 201-232, 2010. Available at SSRN: http://ssrn.com/abstract=1957126

72 Singh, Sanjeet, Sharma, Gagan Deep and Sharma, Rajesh, Effect of Employee Involvement in Business Organisation (April 13, 2011). Available at SSRN: http://ssrn.com/abstract=1852018 or http://dx.doi.org/10.2139/ssrn.1852018

73 Muller, Alan R. and Kräussl, Roman, The Value of Corporate Philanthropy During Times of Crisis: The Sensegiving Effect of Employee Involvement (April 5, 2011). Journal of Business Ethics, Vol. 103, No. 2, 2011. Available at SSRN: http://ssrn.com/abstract=1803474 or

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http://dx.doi.org/10.2139/ssrn.1803474

74 Eidenmueller, Horst G. M. , Hornuf, Lars and Reps, Markus, Contracting Employee Involvement: An Analysis of Bargaining Over Employee Involvement Rules for a Societas Europaea (January 4, 2012). ECGI - Law Working Paper No. 185/2012. Available at SSRN: http://ssrn.com/abstract=1979487 or http://dx.doi.org/10.2139/ssrn.1979487

75 Jones, Derek C. and Kato, Takao, The Effects of Employee Involvement on Firm Performance: Evidence from an Econometric Case Study (September 2003). William Davidson Institute Working Paper No. 612. Available at SSRN: http://ssrn.com/abstract=445440 or http://dx.doi.org/10.2139/ssrn.445440

76 Bainbridge, Stephen M., Employee Involvement in Workplace Governance Post-Collective Bargaining (October 13, 1999). Available at SSRN: http://ssrn.com/abstract=183869 or http://dx.doi.org/10.2139/ssrn.183869

77 Colvin, Alexander J.S. , Peer Review Procedures: Employee Involvement in Dispute Resolution. AoM Conflict Management Division 2002 Mtgs. No. 12530. Available at SSRN: http://ssrn.com/abstract=324262 or http://dx.doi.org/10.2139/ssrn.324262

78 Addison, John T., The Determinants of Firm Performance: Unions, Works Councils, and Employee Involvement/High Performance Work Practices (June 2005). IZA Discussion Paper No. 1620. Available at SSRN: http://ssrn.com/abstract=738103

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83 Roth, Markus, Employee Participation, Corporate Governance and the Firm: A Transatlantic View Focused on Occupational Pensions and Co-Determination (March 18, 2010). European Business Organization Law Review, Vol 11, p. 51, 2010. Available at SSRN: http://ssrn.com/abstract=1574357

84 Neupane, Suman and Poshakwale, Sunil S., Employee Participation in Initial Public Offerings (IPOs) (August 21, 2009). 22nd Australasian Finance and Banking Conference 2009. Available at SSRN: http://ssrn.com/abstract=1459018 or http://dx.doi.org/10.2139/ssrn.1459018

85 Davidson, Carmen and Mazibuko, Noxolo, An Investigation on Employee Participation in the Workplace: A South African Case Study in the Nelson Mandela Bay-Eastern Cape Region (August 8, 2011). Available at SSRN: http://ssrn.com/abstract=1906605 or http://dx.doi.org/10.2139/ssrn.1906605

86 Mazibuko, Noxolo Eileen and Davidson, Carmen, An Investigation on Employee Participation in the Workplace (June, 19 2011). SIBR. Available at SSRN: http://ssrn.com/abstract=1867849

87 Brown, Michelle, Minson, Rowan, O'Connell, Ann and Ramsay, Ian, Employee Participation in Employee Share Ownership Plans: The Law, Company Objectives and Employee Motives (May 1, 2012). Australian Journal of Labour Law, Vol. 25, No. 1, pp. 1-22, 2012. Available at SSRN: http://ssrn.com/abstract=2095800

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88 Doaei, Habibollah, Sharbatdar, Mousa and Doaei, Meysam, Strategic Planning in WAQF Area (Case Study: Astan Quds Razavi) (October 31, 2011). The Proceeding of The Third Langkawi Islamic Finance and Economics International Conference, Kedah, Malaysia, October 29-31 2011. Available at SSRN: http://ssrn.com/abstract=1951956

89 Lientz, Bennet P., Breakthrough Strategic IT and Process Planning (October 23, 2009). BREAKTHROUGH STRATEGIC IT AND PROCESS PLANNING, World Scientific, October 2009. Available at SSRN: http://ssrn.com/abstract=1586719

90 Bronzetti, Giovanni, Mazzotta, Romilda and Nardo, Maria Teresa , Strategic Planning Dimensions in Italian Universities (2012). Business Education & Administration, Vol. 4, No. 1, pp. 61-72, 2012. Available at SSRN: http://ssrn.com/abstract=2005240

91 Fredberg, Tobias, Beer, Michael, Eisenstat, Russell A., Foote, Nathaniel and Norrgren, Flemming, Embracing Commitment and Performance: CEOs and Practices Used to Manage Paradox (January 22, 2008). Available at SSRN: http://ssrn.com/abstract=1086443 or http://dx.doi.org/10.2139/ssrn.1086443

92 Yun, Seokhwa, Takeuchi, Riki and Liu, Wei, Employee Self-Enhancement Motives and Job Performance Behaviors: Investigating the Moderating Effects of Employee Role Ambiguity and Managerial Perceptions of Employee Commitment (July 31, 2006). Journal of Applied Psychology, Vol. 92, No. 3, pp. 745-756, 2007. Available at SSRN: http://ssrn.com/abstract=1370735

93 Triguero, Rafael, Peña-Vinces, Jesús C., González-Rendon, Manuel and Sánchez-Apellániz, Mercedes, Human Resource Management Practices Aimed at Seeking The Commitment of Employees on Financial and Non-Financial (Subjective) Performance in Spanish Firms: An Empirical Contribution (2012). Journal of Economics, Finance & Administrative Science, Vol. 17, No. 32, 2012. Available at SSRN: http://ssrn.com/abstract=2070222

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94 Brown, Sarah, McHardy, Jolian, McNabb, Robert and Taylor, Karl B., Workplace Performance, Worker Commitment and Loyalty. IZA Discussion Paper No. 5447. Available at SSRN: http://ssrn.com/abstract=1751429

95 Bernauer, Thomas, Kalbhenn, Anna, Koubi, Vally and Spilker, Gabriele, On Commitment Levels and Compliance Mechanisms - Determinants of Participation in Global Environmental Agreements (January 15, 2010). British Journal of Political Science, 2010. Available at SSRN: http://ssrn.com/abstract=1553084

96 Abolo, Emmanuel Moore, Strategic Planning & Repositioning for Stable Growth and Development (March 7, 2008). Available at SSRN: http://ssrn.com/abstract=1194182 or http://dx.doi.org/10.2139/ssrn.1194182

97 Liedtka, Jeanne, Strategic Planning at the New York Botanical Garden (B). Darden Case No. UVA-BP-0384. Available at SSRN: http://ssrn.com/abstract=907904

98 Liedtka, Jeanne, Strategic Planning at the New York Botanical Garden (A). Darden Case No. UVA-BP-0383. Available at SSRN: http://ssrn.com/abstract=907903

99 Turk, Carrie and Swinkels, Rob, Strategic Planning for Poverty Reduction in Vietnam: Progress and Challenges for Meeting the Localized Millennium Development Goals (January 2003). World Bank Policy Research Working Paper No. 2961. Available at SSRN: http://ssrn.com/abstract=636323

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Hodgkinson, Gerard P., Towards a (Pragmatic) Science of Strategic Intervention: The Case of Scenario Planning (September 12, 2004). Advanced Institute of Management Research Paper No. 012. Available at SSRN: http://ssrn.com/abstract=1306955 or http://dx.doi.org/10.2139/ssrn.1306955Armstrong, J. Scott, Book Review of Corporate Strategic Planning, by Noel Capon, John U. Farley, and James M. Hulbert, New York: Columbia University Press, 1988. Journal of Marketing, Vol. 54, pp. 114-119, April 1990. Available at SSRN: http://ssrn.com/abstract=684522Clawson, James G. and Yemen, Gerry, Strategic Planning on a Military Air Station: Calm Skies or Turbulence Up Ahead?. , Vol. , pp. 1-9, . Available at SSRN: http://ssrn.com/abstract=911129Armstrong, J. Scott, The Value of Formal Planning for Strategic Decisions: A Reply. Strategic Management Journal, Vol. 7, pp. 183-185, 1986. Available at SSRN: http://ssrn.com/abstract=680696Liedtka, Jeanne, Strategic Planning at the New York Botanical Garden (A). Darden Case No. UVA-BP-0383. Available at SSRN: http://ssrn.com/abstract=1276537Liedtka, Jeanne, Strategic Planning at the New York Botanical Garden (C). Darden Case No. UVA-BP-0515. Available at SSRN: http://ssrn.com/abstract=1416546Bourgeois, L. Jay, Note on Portfolio Techniques for Corporate Strategic Planning. Darden Case No. UVA-BP-0292. Available at SSRN: http://ssrn.com/abstract=1416514Armstrong, J. Scott, The Value of Formal Planning for Strategic Decisions: A Reply. Strategic Management Journal, Vol. 7, pp. 183-185, 1986. Available at SSRN: http://ssrn.com/abstract=680696Philipps, Lisa, Strategic Research Planning in a Law School Setting (June 21, 2011). Available at SSRN: http://ssrn.com/abstract=1869164 or http://dx.doi.org/10.2139/ssrn.1869164Liedtka, Jeanne, Strategic Planning at the New York Botanical Garden (B). Darden Case No.

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UVA-BP-0384. Available at SSRN: http://ssrn.com/abstract=1276538Matei, Ani I. and Dogaru, Tatiana-Camelia, Coordination of Public Policies Through Strategic Planning Instruments Romania Case Study (June 30, 2012). NISPAcee Annual Conference, Ohrid, 2012. Available at SSRN: http://ssrn.com/abstract=2096764

BALANCED SCORECARD1 Kaplan, Robert S., Conceptual Foundations of

the Balanced Scorecard (March 1, 2010). Harvard Business School Accounting & Management Unit Working Paper No. 10-074. Available at SSRN: http://ssrn.com/abstract=1562586 or http://dx.doi.org/10.2139/ssrn.1562586

2 Hussain, Atif, Using Balanced Scorecard (BSC) to Improve Quality and Performance of Askari Bank: A Case Study in Pakistan (June 6, 2009). Available at SSRN: http://ssrn.com/abstract=1415384 or http://dx.doi.org/10.2139/ssrn.1415384

3 Banker, Rajiv D., Chang, Hsihui and Pizzini, Mina, The Judgmental Effects of Strategy Maps in Balanced Scorecard Performance Evaluations (October 2009). AAA 2010 Management Accounting Section (MAS) Meeting Paper. Available at SSRN: http://ssrn.com/abstract=1456489 or http://dx.doi.org/10.2139/ssrn.1456489

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4 Pollanen, Raili and Xi, Kenneth Kangwu, The Use of Balanced Scorecard Measures in Executive Incentives and Firm Performance (January 6, 2011). CAAA Annual Conference 2011. Available at SSRN: http://ssrn.com/abstract=1736265 or http://dx.doi.org/10.2139/ssrn.1736265

5 Mastilak, Christian and Matherly, Michele, Resume as a Balanced Scorecard: Teaching the Balanced Scorecard Using Analogy (August 7, 2009). AAA 2010 Management Accounting Section (MAS) Meeting Paper. Available at SSRN: http://ssrn.com/abstract=1445636 or http://dx.doi.org/10.2139/ssrn.1445636

6 Dodangeh, Javad, Mojahed, Majid and Nasehifar, Vahid, Ranking of Strategic Plans in Balanced Scorecard by Using Electre Method (August 7, 2010). International Journal of Innovation, Management and Technology, Vol. 1, No. 3, pp. 269-274, August 2010. Available at SSRN: http://ssrn.com/abstract=1721470

7 Banker, Rajiv D., Chang, Hsihui and Pizzini, Mina, The Judgmental Effects of Strategy Maps in Balanced Scorecard Performance Evaluations (October 2009). AAA 2010 Management Accounting Section (MAS) Meeting Paper. Available at SSRN: http://ssrn.com/abstract=1456489 or http://dx.doi.org/10.2139/ssrn.1456489

8 Pollanen, Raili and Xi, Kenneth Kangwu, The Use of Balanced Scorecard Measures in Executive Incentives and Firm Performance (January 6, 2011). CAAA Annual Conference 2011. Available at SSRN: http://ssrn.com/abstract=1736265 or http://dx.doi.org/10.2139/ssrn.1736265

9 Jauregui, Kety Lourdes and Santana, Martin, Corporation José R. Lindley: Balanced Scorecard Implementation (December 15, 2008). Revista Universidad y Empresa, Vol. 7, No. 15, pp. 11-46, Julio-Diciembre, 2008. Available at SSRN: http://ssrn.com/abstract=1514445

10 Dodangeh, Javad, Yusuff, Rosnah Mohd and Jassbi, Javad, The Best Selection of Strategic Plans in Balanced Scorecard Using Multi-Objective Decision Making Model (February 4,

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2011). African Journal of Business Management, Vol. 5, No. 3, pp. 681-686, February 4, 2011. Available at SSRN: http://ssrn.com/abstract=1776502

11 Dodangeh, Javad, Yusuff, Rosnah Mohd and Jassbi, Javad, Best Selection of Strategic Plans in Balanced Scorecard Using Goal Programming Model (December 29, 2010). International Conference On Quality, Productivity And Performance Measurement (ICQPPM’09), 2009. Available at SSRN: http://ssrn.com/abstract=1732370

12 Khan, CPA, M. D. Habib-Uz-Zaman, Halabi, Abdel Karim and Masud, Mohammad Zakaria, Empirical Study of the Underlying Theoretical Hypotheses in the Balanced Scorecard (BSC) Model: Further Evidence from Bangladesh (November 9, 2011). Asia-Pacific Management Accounting Journal, Vol. 5, No. 2, pp. 45-73, 2010. Available at SSRN: http://ssrn.com/abstract=1957129

13 Arafat, Wilson, Waluyo, Eko and Prabantarikso, Raden Mahelan, Corporate Governance Strategy Execution with Balanced Scorecard Approach: The Most Comprehensive Framework for 360 Degree CG Internalization in Indonesia (June 20, 2011). Available at SSRN: http://ssrn.com/abstract=1867906 or http://dx.doi.org/10.2139/ssrn.1867906

14 Guthrie, James and Yongvanich, Kittiya, Balanced Scorecard Practices Amongst Thai Companies: Performance Effects (2009). Pacific Accounting Review, Vol. 21, No. 2, pp. 132-149, 2009. Available at SSRN: http://ssrn.com/abstract=1742573

15 Guthrie, James and Farneti, Federica, Italian and Australian Local Governments: Balanced Scorecard Practices – A Research Note (2008). Journal of Human Resource Costing and Accounting, Vol. 12, No. 1, pp. 4-13, 2008. Available at SSRN: http://ssrn.com/abstract=1743843

16 Kampanje, Brian Phiri, Twenty Years after Balanced Scorecard (July 6, 2012). Available at SSRN: http://ssrn.com/abstract=2099830

17

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181920212223242526272829 [PDF] A dialectical approach to

strategic planning

RO Mason - Management Science, 1969 - JSTOR... However, see also Suppes (25), Osgood (22) and Miller (21). Page 3. A DIALECTICALAPPROACH TO STRATEGIC PLANNING B-405 lem of developing a corporate strategicplan. ... At least two different theories can be employed. ...

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