What if planning were really strategic? Exploring the strategy-planning relationship in multinationals

International Business Review

Volumn 12, Issue 5, 2003, Pages 543-561

  Brock, David M ^a   Barry, David ^b  

^a BEN GURION UNIVERSITY OF THE NEGEV   (Israel)

^b VICTORIA UNIVERSITY OF WELLINGTON   (New Zealand)

Author keywords

Multinational; Strategic planning; Strategy; Subsidiary

Indexed keywords

EID: 0042364992     PISSN: 09695931     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0969-5931(03)00075-1     Document Type: Article

References (85)

1. Ackoff R.L. On the use of models in corporate planning Strategic Management Journal 2 1981 353-359
2. Akao Y. Hoshin Kanri: Policy deployment for successful TQM 1991 Productivity Press Cambridge, MA
3. Andersen T.J. Strategic planning, autonomous action and corporate performance Long Range Planning 33 2000 184-200
4. Ansoff H.I. Implanting strategic management 1984 Prentice Hall Englewood Cliffs, NJ
5. Baird I.S. Assessing the effectiveness of planning systems: The concept and an evaluation of the studies Business Policy and Planning Division of the 1984 Academy of Management Annual meeting, Boston 1984
6. Barry D. Elmes M. Strategy retold: Towards a narrative view of strategic discourse Academy of Management Review 22 2 1997 429-452
7. Bartol K.M. Martin D.C. Management 1991 McGraw-Hill New York
8. Blanning R.W. Reinig B.A. Building scenarios for Hong Kong using EMS Long Range Planning 31 5 1998 900-910
9. Bonn I. Christodoulou C. From strategic planning to strategic management Long Range Planning 29 4 1996 534-551
10. Boyd K.K. Strategic planning and financial performance: A meta-analytical review Journal of Management Studies 28 4 1991 353-374
11. Brews P.R. Hunt M.R. Learning to plan and planning to learn: Resolving the planning school/learning school debate Strategic Management Journal 20 1999 889-913
12. Brock D.M. Toward a contingency theory of planning Journal of the Australia & New Zealand Academy of Management 1 1995 17-25
13. Brock D.M. Is more planning better? On the Horizon 8 4 2000 8-9
14. Brock D.M. Thomas D.C. Planning in subsidiaries of international organizations: Organization structure, local responsiveness and global integration In Scandura D.M. & Serapio M.G. Jr. (Eds.), Research in international business and intercultural relations, vol. 7 1998 163-181 JAI Press
15. Brock D.M. Barry D. Thomas D.C. 'Your forward is our reverse, your right, our wrong': Rethinking multinational planning processes in light of national culture International Business Review 9 6 2000 687-701
16. Bryson J.M. Strategic planning for public and nonprofit organizations 1988 Jossey-Bass San Francisco
17. Drucker P.F. Long-range planning: Challenge to management science Management Science 5 3 1959 238-249
18. Dyner I. Larsen E.R. From planning to strategy in the electricity industry Energy Policy 29 2001 1145-1154
19. Eadie D.C. Putting a powerful tool into practical use: The application of strategic planning in the public sector Public Administration Review 43 1983 447-452
20. Feldman M.G. March J.G. Information in organizations as signal and symbol Administrative Science Quarterly 26 1981 171-186
21. Fredrickson J.W. The comprehensiveness of strategic decision processes: Extension, observations, future directions Academy of Management Journal 27 445 1984 445-466
22. Fredrickson J.R. Mitchell T.R. Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment Academy of Management Journal 27 1984 399-423
23. Fulmer R.M. Rue L.W. The practice and profitability of long range planning Managerial Planning 22 1974 1-7
24. Gimpl M.L. Dakin S.R. Management and magic California Management Review Fall 1984 125-136
25. Ginsberg A. New Age' strategic planning: bridging theory and practice Long Range Planning 30 1 1997 125-128
26. Glaistner K.W. Falshaw J.R. Strategic planning: Still going strong? Long Range Planning 32 1 1999 107-116
27. Grinyer P. Al-Bazzaz S. Yasai-Ardekani M. Towards a contingency theory of corporate planning: Findings in 48 UK companies Strategic Management Journal 7 1986 3-28
28. Grinyer P.H. Norburn D. Planning for existing markets: Perceptions of executives and financial performance Journal of the Royal Statistical Society 138 1975 70-97
29. Govindarajan V. A contingency approach to strategy implementation at the business-unit level: Integrating administrative mechanisms with strategy Academy of Management Journal 31 4 1988 828-853
30. Hambrick D.C. Lei D. Toward an empirical prioritization of contingency variables for business strategy Academy of Management Journal 28 1985 763-788
31. Heracleous L. Strategic thinking or strategic planning? Long Range Planning 31 3 1998 481-486
32. Herbert T.T. Multinational strategic planning: Matching central expectations to local realities Long Range Planning 32 1 1999 81-87
33. Hill C.W. Differentiation versus low cost or differentiation and low cost: A contingency framework Academy of Management Review 13 3 1988 401-412
34. Hofer C.W. Schendel D. Strategy formulation: Analytical concepts 1978 West St Paul, MN
35. Huff A.S. Reger R.K. A review of strategic process research Journal of Management 13 2 1987 211-236
36. Hurst D.K. Why strategic management is bankrupt Organizational Dynamics 15 Autumn 1986 4-27
37. Iser W. Prospecting: From reader response to literary anthropology 1989 Johns Hopkins University Press Baltimore
38. James B.G. Strategic planning under fire Sloan Management Review 25 1984 57-61
39. Johnson G. Scholes K. Exploring corporate strategy 1993 Prentice-Hall New York
40. Kukalis S. The relationship among firm characteristics and design of strategic planning systems in large organizations Journal of Management 15 1989 565-579
41. Langley A. The roles of formal strategic planning Long Range Planning 21 3 1988 40-50
42. Lindquist S.C. Mills R.B. Whatever happened to zero-base budgeting? Managerial Planning Jan-Feb 1981 31-35
43. Lorange P. Corporate planning: An executive viewpoint 1980 Prentice-Hall Englewood Cliffs, NJ
44. Marginson D.E.W. Management control systems and their effects on strategy formation at middle management levels: Evidence from a UK organization Strategic Management Journal 23 11 2002 1019-1031
45. Miles R. Snow C. Organizational strategy, structure, and process 1978 McGraw-Hill New York
46. Miller C.C. Cardinal L.B. Strategic planning and firm performance: A synthesis of more than two decades of research Academy of Management Journal 37 6 1994 1649-1665
47. Miller D. Friesen P.H. Organizations: A Quantum View 1984 Prentice-Hall Englewood Cliffs, NJ
48. Miller D. Relating Porter's business strategies to environment and structure: Analysis and performance implications Academy of Management Journal 31 2 1988 280-308
49. Mintzberg H. Crafting strategy Harvard Business Review 65 4 1987 66-75
50. Mintzberg H. The rise and fall of strategic planning 1994 The Free Press NY
51. Mintzberg H. Brunet J.P. Waters J.A. Does planning impede strategic thinking? Tracking the strategies of Air Canada from 1937 to 1976 Advances in Strategic Management 4 1986 3-41 JAI Press NY
52. Mintzberg H. Waters J.A. Tracking strategy in an entrepreneurial firm Academy of Management Journal 25 3 1982 465-499
53. Murray A.J. A contingency view of Porter's 'Generic Strategies' Academy of Management Review 13 3 1988 390-400
54. Noya Y. Hoshin kanri for TQC promotion 1982 Nikka Giren, JUSE Tokyo
55. Peel M.J. Bridge J. How planning and capital budgeting improve SME performance Long Range Planning 31 6 1998 848-856
56. Pearce J.A. Freeman E.B. Robinson R.B. The tenuous link between formal strategic planning and financial performance Academy of Management Review 12 1987 658-675
57. Peterson M.W. Analyzing alternative approaches to planning In Jedamus P. & Peterson M.W. et al. (Eds.), Improving academic management: A handbook of planning and institutional research 1980 113-163 Jossey-Bass San Francisco
58. Phyrr P.A. Zero-base budgeting Harvard Business Review 48 4 1970 111-121
59. Porter M.E. Competitive strategy: techniques for analyzing industries and competitors 1980 The Free Press New York
60. Powell T.C. Strategic planning as competitive advantage Strategic Management Journal 13 1992 551-558
61. Prahalad C.K. Hamel G. Strategy as a field of study: Why search for a new paradigm Strategic Management Journal 15 1994 5-16
62. Quinn J.B. Strategies for change: Logical incrementalism 1980 Irwin Homewood, IL
63. Radford K.L. 1980 Strategic planning: An analytical approach. Reston, VA: Reston.
64. Richardson B. Richardson R. Business planning: An approach to strategic management 1989 Pitman London
65. Ritti R.R. Funkhouser G.R. The ropes to skip and the ropes to know: The inner life of an organization 1987 John Wiley New York
66. Robinson R.B.Jr. Pearce J.A. The impact of formalized strategic planning on financial performance in small organizations Strategic Management Journal 4 197 1983 197-207
67. Sarrazin J. Decentralized planning in a large French company: An interpretive study International Studies of Management and Organization Fall/Winter 1977 37-59
68. Segev E. A systematic comparative analysis and synthesis of two business-level strategic typologies Strategic Management Journal 10 5 1989 487-505
69. Schoemaker P.J.H. Scenario planning: A tool for strategic thinking Sloan Management Review 36 2 1995 25-40
70. Simpson D. Why most strategic planning is a waste of time and what you can do about it - part II Long Range Planning 31 4 1998 623-627
71. Steiner G.A. Making long-range planning pay off In Matteson T. & Ivancevich J.M. (Eds.), Management and organizational behavior classics 1962 108-124 BPI-Irwin Homewood, Illinois
72. Strauss A. Corbin J. Basics of qualitative research: Grounded theory procedures and techniques 1990 Sage Newbury Park, CA
73. Szulanski G. Amin K. Learning to make strategy: Balancing discipline and imagination Long Range Planning 34 2001 537-556
74. Taylor B. The return of strategic planning: One more time with feeling Long Range Planning 30 3 1997 334-344
75. Tennant C. Roberts P. Hoshin Kanri: Implementing the catchball process Long Range Planning 34 3 2001 287-308
76. Vancil R.F. What kind of management control do you need? Harvard Business Review 51 2 1973 75-86
77. Veliyah R. Shortell S.M. Strategic orientation, strategic planning system characteristics and performance Journal of Management Studies 30 3 1993 359-381
78. Wack P. Scenarios: Uncharted waters ahead Harvard Business Review 63 5 1985 73-89 Sep-Oct
79. Walker O.C. Ruekert R.W. Marketing's role in the implementation of business strategies: A critical review and conceptual framework Journal of Marketing 51 1987 15-33
80. Weidenbaum M.L. Program budgeting: Applying economic analysis to government expenditure decisions Budgeting November/December 1966 1-8
81. Wheelwright S. Strategy, management, and strategic planning approaches Interfaces 14 1 1984 19-33 January-February
82. Wildavsky A. If planning is everything, maybe it's nothing Policy Sciences 4 1973 127-153
83. Wilson I. Strategic planning for the millennium: Resolving the dilemma Long Range Planning 31 4 1998 507-513
84. Wu F.H. Incrementalism in financial strategic planning Academy of Management Review 6 1981 133-143
85. Yanow D. Reader-response theory and organizational life: Action as interpretation and text Rhetoric, narrative, text: Telling organizational tales Academy of Management Annual Meeting, Dallas TX1994