Strategic Planning, Autonomous Actions and Corporate Performance

By Torben Juul Andersen. 2000

304 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/41d054a8b83ca6e6e22766192f44649787a2f6f2

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In Strategy and Management

Citations in the corpus

Strategic Planning and Business Performance of Micro, Small and Medium-Sized Enterprises (2013, background): “Andersen’s empirical study (Andersen, 2000, p. 196) provides evidence that strategic planning (that emphasizes elements of the conventional strategic management process) is associated with higher performance in all the industrial environments studied.”
Longitudinal Analysis of Relationships between Planning and Performance in Small Firms (2005, methodology): “measures used include business size, the age of the company, the industry experience of the owner, and industry type (van Gelderen et al., 2000; Andersen, 2000; Evans, 1987).”
Strategy-Process Research: What Have We Learned and What Is Still to Be Explored (2006, background): “Findings in recent studies in this area (Andersen, 2000, 2004; Baker, Addams, & Davis, 1993; Berry, 1998; Hopkins & Hopkins, 1997; Miller & Cardinal, 1994) indicate a positive relationship between strategic planning and performance.”
Evidence on formal strategic planning and company performance (2006, background): “One exception to this is a recent study by Andersen (2000)”
Strategic planning and performance: extending the debate (2008, methodology): “…support for a positive association between strategic planning and performance (Rhyne, 1986;Miller and Cardinal, 1994; Brews and Hunt, 1999; Andersen, 2000; Delmar and Shane, 2003), there is also evidence suggesting that no such relationship exists (Shrader et al., 1984; Pearce et al.,…”
Entrepreneurship Education: Toward a Model of Contingency-Based Business (2004, background): “…and outcomes for existing businesses tend to be inconclusive , with some research identifying the utility of long-range planning in organizations (Andersen, 2000; Karger & Malik, 1975; Wood & LaForge, 1979), others failing to identify positive outcomes (Grinyer & Norburn, 1975; Sapp & Seiler,…”
Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments? (2012, unknown): “Despite a lack of full onsensus, prior empirical evidence shows a prepondernce of results supporting the idea that formal strategy ormulation processes (at least modern versions that have n effective link between strategy formulation and stratgy implementation, or ensure that operating managers ave ”