Planned patterns of strategic behavior and their relationship to business-unit performance

Article Abstract:

The moderating role of planning sophistication on the relationship between strategy and performance is examined. Data was drawn from 97 manufacturing firms in 60 industries. The firms were broken into five categories of strategic orientation using cluster analysis. A 'baseline' strategy-performance relationship was established as significant differences in performance emerged for the different categories of strategic orientation. The strategic orientations with the highest performance levels were the ones that emphasized product innovation, or which incorporated efficiency and differentiation patterns of strategic behavior. The moderating effect of process sophistication on the strategy-performance baseline was then tested by a two-way ANOVA procedure. The previously established strategy-performance baseline was significantly moderated by the level of planning sophistication.

Industrial efficiency, Economic efficiency

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The impact of grand strategy and planning formality on financial performance

Article Abstract:

A strong correlation is found between the extent to which organizational performance and planning formality exist in a firm, resulting from a study of 97 manufacturing companies averaging $20 million in annual sales. Interactive analysis reveals that this relationship pervades a number of 'grand' strategies, with the implication that formalized strategic planning is a strong, positive factor tied to high organizational performance levels.

Manufacturing industry, Manufacturing industries, Usage, Surveys, Formal discipline

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A measure of CEO social power in strategic decision-making

Article Abstract:

A field study was conducted to determine the validity of an instrument used to measure the influence of CEOs in the strategic decision-making process. The instrument was originally designed to measure social power at low levels in an organization. The methodology used in the study and the results of the validation research are discussed.

Decision-making, Decision making, Management, Chief executive officers

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