Strategic planning and decision making

Handbook of Decision Making

Volumn , Issue , 2006, Pages 433-456

  Meilich, Ofer ^a   Marcus, Alfred A ^b  

^a CALIFORNIA STATE UNIVERSITY   (United States)

^b UNIVERSITY OF MINNESOTA   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 37549047288     PISSN: None     EISSN: None     Source Type: Book    
DOI: None     Document Type: Chapter

References (111)

1. Abraham, S. C., Strategic Planning: APractical Guide for Competitive Advantage, South-Western College Publishing, Mason, OH, 2006.
2. Ackoff, R. L., AConcept of Corporate Planning, Wiley-Interscience, New York, 1970.
3. Ackoff, R. L., On the use of models in corporate planning, Strategic Management Journal, 2, 353-359, 1981.
4. Aiken, L. S. and West, S. G., Multiple Regression: Testing and Interpreting Interactions, Sage, Newbury Park, CA, 1991.
5. Al-Bazzaz, S. and Grinyer, P. H., Corporate planning in the U.K.: The state of the art in the 70s, Strategic Management Journal, 2, 155-168, 1981.
6. Allison, G. T., Essence of Decision: Explaining the Cuban Missile Crisis, Little, Brown, Boston, 1971.
7. Andersen, T. J., Strategic planning, autonomous actions and corporate performance, Long Range Planning, 33, 184-200, 2000.
8. Anderson, C. R. and Zeithaml, C. P., Stages of the product life cycle, business strategy, and business per-formance, Academy of Management Journal, 27, 5-24, 1984.
9. Andrews, K. R., The Concept of Corporate Strategy, Dow-Jones Irwin, Homewood, IL, 1971.
10. Armstrong, J. S., The value of formal planning for strategic decisions: review of empirical research, Strategic Management Journal, 3, 197-211, 1982.
11. Atuahene-Gima, K. and Li, H., Strategic decision comprehensiveness and new product development outcomes in new technology ventures, Academy of Management Journal, 47, 583-597, 2004.
12. Axelrod, R. M. and Cohen, M. D., Harnessing Complexity: Organizational Implications of a Scientific Fron-tier, Free Press, New York, 1999.
13. Barney, J. B., Strategic factor markets: Expectations, luck and business strategy, Management Science, 42, 1231-1241, 1986.
14. Bowen, H. B. and Wiersema, M., Matching method to paradigm in strategy research: limitations of cross-sectional analysis and some methodological alternatives, Strategic Management Journal, 20, 625-636, 1999.
15. Bowman, E. H., Singh, H., and Thomas, H., The domain of strategic management: history and evolution, In Handbook of Strategy and Management, Pettigrew, A. M., Thomas, H., and Whittington, R., Eds., Sage, Thousand Oaks, CA, pp. 31-51, 2002.
16. Boyd, B. K., Strategic planning and financial performance: ameta-analytic review, Journal of Management Studies, 28, 353-374, 1991.
17. Boyd, B. K., Gove, S., and Hitt, M. A., Construct measurement in strategic management research: illusion or reality?, Strategic Management Journal, 26, 239-257, 2005.
18. Boyd, B. K. and Reuning-Elliott, E., Ameasurement model of strategic planning, Strategic Management Journal, 19, 181-192, 1998.
19. Braybrooke, D. and Lindblom, C. E., AStrategy of Decision: Policy Evaluation as a Social Process, Free Press, New York, 1970.
20. Brews, P. J. and Hunt, M. R., Learning to plan and planning to learn: resolving the planning school/learning school debate, Strategic Management Journal, 20, 889-913, 1999.
21. Brown, J. S. and Duguid, P., Organizational learning and communities-of-practice: Toward aunified view of working, learning, and innovation, Organization Science, 2, 40-57, 1991.
22. Brown, S. L. and Eisenhardt, K. M., Competing on the Edge: Strategy as Structured Chaos, Harvard Business School Press, Boston, 1998.
23. Capon, N., Farley, J. U., and Hulbert, J. M., Strategic planning and financial performance: More evidence, Journal of Management Studies, 31, 105-110, 1994.
24. Chakravarthy, B. S. and Lorange, P., Managing the Strategy Process, Prentice Hall, Englewood Cliffs, NJ, 1991.
25. Chakravarthy, B. S. and White, R. E., Strategy process: forming, implementing and changing strategies, In Handbook of Strategy and Management, Pettigrew, A. M., Thomas, H., and Whittington, R., Eds., Sage, Thousand Oaks, CA, pp. 182-205, 2002.
26. Cohen, M. D., March, J. G., and Olsen, J. P., Agarbage can model of organizational choice, Administration and Society, 17, 1-25, 1972.
27. Cyert, R. M. and March, J. G., ABehavioral Theory of the Firm, Prentice Hall, Englewood Cliffs, NJ: CA, 1963.
28. Dean, J.W. Jr. and Sharfman, M. P., Does decision process matter? Astudy of strategic decision-making effectiveness, Academy of Management Journal, 39, 368-396, 1996.
29. Delmar, F. and Shane, S., Does business planning facilitate the development of new ventures?, Strategic Management Journal, 24, 1165-1185, 2003.
30. Dewar, R. D. and Werbel, J., Universalistic and contingency predictions of employee satisfaction and conflict, Administrative Science Quarterly, 24, 426-448, 1979.
31. Drazin, R. and Van de Ven, A. H., Alternative forms of fit in contingency theory, Administrative Science Quarterly, 30, 514-539, 1985.
32. DuBrin, A. J., Essentials of Management, 7th ed., Thompson South-Western, Mason, OH, 2006.
33. Ehrbar, A., EVA: The Real Key to Creating Wealth, Wiley, New York, 1998.
34. Eisenhardt, K. M. and Zbaracki, M. J., Strategic decision making, Strategic Management Journal, 13, 17-37, 1992.
35. Fahey, L., Linking product-market analysis and shareholder value, Planning Review, 16, 18-21, 1988.
36. Fredrickson, J. W., The comprehensiveness of strategic decision processes: extension, observations, future directions, Academy of Management Journal, 27, 445-466, 1984.
37. Fredrickson, J. W. and Iaquinto, A. L., Inertia and creeping rationality in strategic decision processes, Academy of Management Journal, 32, 516-542, 1989.
38. Fredrickson, J. W. and Mitchell, T. R., Strategic decision processes: comprehensiveness and performance in an industry with an unstable environment, Academy of Management Journal, 27, 399-423, 1984.
39. Freeman, R. E., Strategic Management: AStakeholder Approach, Pitman, Boston, 1984.
40. Giddens, A., The Constitution of Society: Outline of the Theory of Structuration, University of California Press, Berkeley, CA, 1984.
41. Glick, W. H., Miller, C. C., and Huber, G. P., The impact of upper-echelon diversity on organizational, Organizational Change and Redesign:Ideas and Insight for Improving Performance performance, In Huber, G. P. and Glick, W. H., Eds., Oxford University Press, New York, pp. 176-214, 1993.
42. Goll, I. and Rasheed, A. M. A., Rational decision-making and firm performance: The moderating role of, 18, 583-591, 1997StrategicManagementJournal environment, Grant, J. H. and King, W. R., The Logic of Strategic Planning, Little, Brown and Company, Boston, 1982.
43. Grant, R. M., Strategic planning in aturbulent environment: evidence from the oil majors, Strategic Manage-ment Journal, 24, 491-517, 2003.
44. Griffin, R. W., Fundamentals of Management, 4th ed., Houghton Mifflin, Boston, 2006.
45. Grinyer, P., Al-Bazzaz, S., and Yasai-Ardekani, M., Towards acontingency theory of corporate planning: findings in 48 U.K. companies, Strategic Management Journal, 7, 3-28, 1986.
46. Grinyer, P. H. and Norburn, D., Planning for existing markets: Perceptions of executives and financial performance, Journal of the Royal Statistical Society, 138, 70-97, 1975.
47. Hambrick, D. C. and Finkelsein, S., Managerial discretion: abridge between polar views of organizational fates, In Research in Organizational Behavior, Staw, B. M. and Cummings, L. L., Eds., 9th ed., JAI .Press, Greenwich, CT, pp.369-406, 1987
48. Hambrick, D. C. and Lei, D., Towards an empirical prioritization of contingency variables for business strategy, Academy of Management Journal, 28, 763-788, 1985.
49. Haspeslagh, P., Portfolio planning: uses and limits, Harvard Business Review, 60, 58-73, 1982.
50. Hax, A. C. and Majluf, N. S., Strategic Management: An Integrative Perspective, Prentice Hall, Englewood Cliffs, NJ, 1984.
51. Hax, A. C. and Majluf, N. S., The Strategy Concept and Process: APragmatic Approach, Prentice Hall, Englewood Cliffs, NJ, 1991.
52. Henderson, B. D., Henderson on Corporate Strategy, Abt Books, Cambridge, MA, 1979.
53. Hill, C. W. L. and Jones, G. R., Strategic Management Theory: An Integrated Approach, 6th ed., Houghton Mifflin, Boston, 2004.
54. Hofer, C. W., Toward acontingency theory of business strategy, Academy of Management Journal, 18, 784-810, 1975.
55. Hofer, C. W., ROVA: A New measure for assessing organizational performance, In Advances in Strategic Management, Lamb, R., Ed., JAI Press, New York, pp. 43-55, 1983.
56. Hofer, C. W. and Schendel, D. E., Strategy Formulation: Analytical Concepts, West Publishing, St. Paul, MN, 1978.
57. Hopkins, W. E. and Hopkins, S. A., Strategic planning-financial performance relationships in banks: acausal, 18, 635-652, 1997
58. Huber, G. P. and Daft, R. L., The information environments of organizations, In Handbook of Organizational Communication, Jabin, F. M., Putnam, L. L., Roberts, K. H., and Porter, L. W., Eds., Sage, Beverly .Hills, CA, pp.130-164, 1987, 13, 211-236, 1987.
59. Kastens, M. L., Long-Range Planning for Your Business: An Operating Manual, AMACOM, New York, 1976.
60. King, W. R., Evaluating strategic planning systems, Strategic Management Journal, 4, 263-277, 1983.
61. Kudla, R. J., The effects of strategic planning on common stock returns, Academy of Management Journal, 23, 5-20, 1980.
62. Kukalis, S., Determinants of strategic planning systems in large organizations: acontingency approach, Journal of Management Studies, 28, 143-160, 1991.
63. Lave, J. and Wenger, E., Situated Learning: Legitimate Peripheral Participation, Cambridge University Press, New York, 1991.
64. Learned, E. P., Christensen, C. R., Andrews, K. R., and Guth, W. D., Business Policy: Text and Cases, Irwin, Homewood, IL, 1965.
65. Lewin, A. Y. and Minton, J. W., Determining organizational effectiveness: another look, and an agenda for research, Management Science, 32, 514-538, 1986.
66. Liedtka, J. M., Strategy formulation: the roles of conversation and design, In The Blackwell Handbook of Strategic Management, Hitt, M. A., Freeman, R. E., and Harrison, J. S., Eds., Blackwell, Malden, MA, pp. 70-94, 2001.
67. March, J. G. and Olsen, J. P., Ambiguity and Choice in Organizations, Universitetforlaget, Bergen, Norway, 1976.
68. Marcus, A. A., Management Strategy: Achieving Sustained Competitive Advantage, McGraw-Hill, Boston, 2005.
69. Meyer, M. W. and Zucker, L. G., Permanently Failing Organizations, Sage Publications, Newbury Park, CA, 1989.
70. Miles, G., Snow, C. C., and Sharfman, M. P., Industry variety and performance, Strategic Management Journal, 14, 163-177, 1993.
71. Miles, R. E. and Snow, C. C., Organizational Strategy, Structure, and Process, McGraw-Hill, New York, 1978.
72. Miller, C. C. and Cardinal, L. B., Strategic planning and firm performance: asynthesis of more than two decades of research, Academy of Management Journal, 37, 1649-1665, 1994.
73. Mintzberg, H., Power in and Around Organizations, Prentice Hall, Englewood Cliffs, NJ, 1983.
74. Mintzberg, H., The Rise and Fall of Strategic Planning, The Free Press, New York, 1994.
75. Moore, G. A., Crossing the Chasm, HarperCollins, New York, 1991.
76. Nelson, R. R. and Winter, S. G., An Evolutionary Theory of Economic Change, Harvard University Press, Cambridge, MA, 1982.
77. Nutt, P. C., Strategic decision-making, In The Blackwell Handbook of Strategic Management, Hitt, M. A., Freeman, R. E., and Harrison, J. S., Eds., Blackwell, Malden, MA, pp. 35-69, 2001.
78. O'Connor, R., Corporate Guides to Long-Range Planning, The Conference Board, New York, 1976.
79. Pearce, J. A. I., Freeman, E. B., and Robinson, R. B., Jr., The tenuous link between formal strategic planning, 12, 658-675, 1987
80. Pfeffer, J., Power in Organizations, Pitman, Marshfield, MA, 1981.
81. Porter, M. E., Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, New York, 1980.
82. Porter, M. E., Competitive Advantage, The Free Press, New York, 1985.
83. Powell, T. C., Untangling the relationship between strategic planning and performance: the role of contingency factors, Canadian Journal of Administrative Sciences, 11, 124-138, 1994.
84. Prahalad, C. K. and Hamel, G., The core competence of the corporation, Harvard Business Review, 68, 79-91, 1990.
85. Priem, R. L., Rasheed, A. M. A., and Kotulic, A. G., Rationality in strategic decision processes, environmental dynamism and firm performance, Journal of Management, 21, 913-929, 1995.
86. Quinn, J. B., Strategies for Change: Logical Incrementalism, R.D. Irwin, Homewood, IL, 1980.
87. Quinn, R. E. and Rohrbaugh, J., Aspatial model of effectiveness values approach to organizational analysis, Management Science, 29, 363-377, 1983.
88. Rajagopalan, N., Rasheed, A. M. A., and Datta, D. K., Strategic decision processes: critical review and future directions, Journal of Management, 19, 349-384, 1993.
89. Rappaport, A., Selecting strategies that create shareholder value, Harvard Business Review, 59, 139-149, 1981.
90. Rappaport, A., Creating Shareholder Value: The New Standard for Business Performance, Free Press, New York, 1986.
91. Robinson, R. B. Jr. and Pearce, J. A. I., Research thrusts in small firm strategic planning, Academy of Manage-ment Review, 9, 128-137, 1984.
92. Rogers, P. R., Miller, A., and Judge, W. Q., Using information-processing theory to understand planning/per-formance relationships in the context of strategy, Strategic Management Journal, 20, 567-577, 1999.
93. Rumelt, R. P., Toward astrategic theory of the firm, In Competitive Strategic Management, Lamb, R., Ed., Prentice Hall, Englewood Cliffs, NJ, pp. 556-570, 1984.
94. Schoemaker, P. J. H., Scenario planning: atool for strategic thinking, Sloan Management Review, 36, 25-40, 1995.
95. Schwenk, C. R. and Shrader, C. B., Effects of formal strategic planning on financial performance in small firms: ameta-analysis, Entrepreneurship Theory and Practice, 17, 53-64, 1993.
96. Scott, W. R., Organizations: Rational, Natural, and Open Systems, 4th ed., Prentice Hall, Englewood Cliffs, NJ, 1998.
97. Shrader, C. B., Taylor, L., and Dalton, D. R., Strategic planning and organizational performance: acritical appraisal, Journal of Management, 10, 149-171, 1984.
98. Simon, H. A., Administrative Behavior, 3rd ed., The Free Press, New York, 1976.
99. Sinha, D. K., The contribution of formal planning to decisions, Strategic Management Journal, 11, 479-492, 1990.
100. Steiner, G. A., Strategic Planning, The Free Press, New York, 1979.
101. Stern, J., Stewart, G. B., and Chew, D., The EVA financial management system, Journal of Applied Corporate Finance, 8, 32-46, 1995.
102. Stewart, G. B., The Quest for Value: AGuide for Senior Managers, Harper Business, New York, 1991.
103. Sweeny, H. W. A. and Rachlin, R., Handbook of Budgeting, Wiley, New York, 1981.
104. Vancil, R. R. and Lorange, P., Strategic planning in diversified companies, Harvard Business Review, 53, 81-90, 1975.
105. Venkatraman, N., The concept of fit in strategy research: toward verbal and statistical correspondence, Academy of Management Review, 14, 423-444, 1989.
106. Wack, P., Scenarios: shooting the rapids, Harvard Business Review, 63, 2-14, 1985.
107. Wack, P., Scenarios: uncharted waters ahead, Harvard Business Review, 63, 73-89, 1985.
108. Welsch, G. A., Budgeting: Profit Planning and Control, Prentice Hall, Englewood Cliffs, NJ, 1964.
109. Wernerfelt, B., Aresource-based view of the firm, Strategic Management Journal, 5, 171-180, 1984.
110. Wind, Y. and Mahajan, V., Designing product and business portfolios, Harvard Business Review, 59, 155-165, 1981.
111. Yasai-Ardekani, M. and Haug, R. S., Contextual determinants of strategic planning processes, Journal of Management Studies, 34, 729-767, 1997.