Formal and Informal Strategic Planning [electronic resource] : The Interdependency between Organization, Performance and Strategic Planning /
Ebner, Daniel.author.
Previous research focused either on the relationship between strategic planning and performance or coordination mechanisms and performance. Therefore, a conceptually and empirically validated understanding of the interaction between these three factors is limited. This study addresses this gap in the literature by delivering three contributions to theory and empirical research: firstly, by clarifying and proposing the influences of strategic planning and strategic organization on the performance; secondly, by developing a model and associated hypotheses on both direct and interaction effects of strategic planning and coordination mechanisms; and thirdly, by testing the hypotheses. Findings regarding strategic planning suggest the coexistence of formal and informal strategic planning activities. Furthermore, results show that the relationship between strategic planning and performance is moderated by coordination mechanisms.  Contents      Corporate strategy Formal and informal strategic planning Organizational culture and organizational structure Coordination mechanisms   Target Groups Researchers and students in the field of organizational structure, organizational management and strategic management  Professionals in the field of organization/planning   The Author Daniel Ebner obtained his Master of Arts degree at Management Center Innsbruck (International Business and Law), Austria.
Description based upon print version of record.
Foreword; Profile of Institute; List of contents; List of tables; List of figures; List of abbreviations; Abstract; 1 Introduction; 1.1 Initial situation; 1.2 Problem statement and objectives; 1.3 Course of investigation; 2 Literature review; 2.1 Strategy formation; 2.1.1 Strategy formation theory; 2.1.2 The strategy formation process; 2.2 Strategic planning; 2.2.1 The strategic planning process; 2.2.2 Formal and informal strategic planning; 2.2.3 Strategic planning in a turbulent environment; 2.2.4 Strategic planning in an international environment; 2.2.5 Planning, plans and planners
2.3 Strategic organization and organizational structure2.3.1 Organizational learning and strategic thinking; 2.3.2 Organizational ambidexterity; 2.3.3 Coordination mechanisms; 3 Research gap and current state of research; 3.1 Strategic planning; 3.2 Coordination mechanisms; 3.3 Research gap; 4 Hypothesis and model development; 4.1 Derivation of the structural research model; 4.2 Hypothesis development; 4.2.1 Strategic planning; 4.2.2 Coordination mechanisms; 4.3 Measures; 4.3.1 Dependent variable; 4.3.2 Independent variables; 4.3.3 Moderating variables; 4.3.4 Control variables
4.3.5 Measurement testing and summary of hypotheses5 Empirical study and results; 5.1 Methodology; 5.1.1 Sample description; 5.1.2 Data collection; 5.1.3 Questionnaire design; 5.2 Results of the empirical analysis; 5.2.1 Descriptive statistics; 5.2.2 Validation and potential biases; 5.2.3 Evaluation of the structural research model and hypotheses; 5.2.4 Summary and final structural research model; 5.3 Discussion and conclusion; 5.3.1 Conclusion; 6 Limitations and implications for future research; 6.1 Limitations; 6.2 Implications for future research; References; Appendix
Includes bibliographies.
Previous research focused either on the relationship between strategic planning and performance or coordination mechanisms and performance. Therefore, a conceptually and empirically validated understanding of the interaction between these three factors is limited. This study addresses this gap in the literature by delivering three contributions to theory and empirical research: firstly, by clarifying and proposing the influences of strategic planning and strategic organization on the performance; secondly, by developing a model and associated hypotheses on both direct and interaction effects of strategic planning and coordination mechanisms; and thirdly, by testing the hypotheses. Findings regarding strategic planning suggest the coexistence of formal and informal strategic planning activities. Furthermore, results show that the relationship between strategic planning and performance is moderated by coordination mechanisms.  Contents      Corporate strategy Formal and informal strategic planning Organizational culture and organizational structure Coordination mechanisms   Target Groups Researchers and students in the field of organizational structure, organizational management and strategic management  Professionals in the field of organization/planning   The Author Daniel Ebner obtained his Master of Arts degree at Management Center Innsbruck (International Business and Law), Austria.
Leadership.
Business Strategy/Leadership.