Strategic planning in a turbulent environment: evidence from the oil majors

By Robert M. Grant. 2003

1,041 citations recorded by the source corpus.

Subfields: Anthropology, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/93f1e9d6b11e68e6083b5820418e6f7d4194a307

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Citations in the corpus

Creating value through foresight : first mover advantages and strategic agility (2015, background): “On the other hand, despite the widespread diffusion of strategic foresight in corporate organizations, some skepticism arose in the academic community about the effectiveness of its contribution to long term performances (Bradley MacKay and Costanzo, 2009; Grant, 2003; Wiltbank et al., 2006).”
The Corporate Headquarters in the Contemporary Corporation: Advancing a Multimarket Firm Perspective (2015, background): “…known as “corporate functions,” host most of the CHQ’s specialist staff responsible for corporate HR, IT, marketing, and strategy (Bazzaz & Grinyer, 1981; Campbell et al., 2012; Collis et al., 2007; Gospel & Sako, 2010; Grant, 2003; Kaplan & Norton, 2005; Kunisch, Müller-Stewens, & Campbell, 2014).”
Strategic planning and performance: extending the debate (2008, background): “Despite nearly forty years of empirical study (Ansoff, 1965; Delmar and Shane, 2003), evidence regarding the relationship between strategic planning and performance has been criticized as equivocal (Pearce et al., 1987; Mintzberg, 1994; Grant, 2003).”
The strategic management of high-growth firms:a review and theoretical conceptualization (2017, neutral): “First, the literature reveals that strategic planning and forecasting problems tend to compound in HGFs (Bos and Stam, 2011; Hambrick and Crozier, 1985), indicating the need for flexible routines and process-performance adjustments along with standardized planning cycles in HGFs (Grant, 2003).”
Linking the formal strategic planning process, planning flexibility, and innovativeness to firm performance (2014, methodology): “, Miller & Cardinal, 1994; Salomo, Talke, & Strecker, 2008), between planning flexibility and formal strategic planning (e.g., Brews & Hunt, 1999; Grant, 2003; Rudd, Greenley, Beatson, & Lings, 2008), and between planning flexibility and innovation (e.”
Evidence on formal strategic planning and company performance (2006, background): “Grant (2003) notes that empirical research in strategic planning systems has focused on two areas: the impact of strategic planning on firm performance (the focus of this paper) and the role of strategic planning in strategic decision making.”