عنوان مقاله
ارتباط بین فرایند برنامه ریزی استراتژیک رسمی، انعطاف پذیری برنامه ریزی و نوآوری با عملکرد شرکت
فهرست مطالب
مقدمه
پیشینه پژوهش و ارائه فرضیات
روش ها
نتایج
بحث
بخشی از مقاله
انعطاف پذیری برنامه ریزی
فرایند برنامه ریزی استراتژیک رسمی، درجه ای از عدم انعطاف پذیری ایجاد کرده، سازش با تغییرات در محیط خارجی را سخت و دشوار می کند به ویژه زمانی که مدیران شدیداً از برنامه های استراتژیک پیروی کرده باشند. رهبران تجاری نیاز به شرکت های آنها برای تغییر برنامه های استراتژیک به منظور تطابق با محیط های خارجی را بیان می کنند. بنابراین انعطاف پذیری برنامه ریزی و همچنین توانایی اجرای موثر برنامه ریزی استراتژیک رسمی، می تواند وسیله ای قدرتمند هر چه تا حدی پارادوکسی برای نیل به برتری های رقابتی باشد.
کلمات کلیدی:
Linking the formal strategic planning process, planning flexibility, and innovativeness to firm performance Clay Dibrell a, ⁎, Justin B. Craig b,1 , Donald O. Neubaum c,2 a School of Business Administration, 337 Holman Hall, University of Mississippi, University, MS 38677, United States b D'Amore-McKim School of Business, Northeastern University, 209A Hayden Hall, Boston, MA 02115, United States c Oregon State University, College of Business, 201E Bexell Hall, Corvallis, OR 97331, United States article info abstract Article history: Received 1 June 2010 Accepted 1 October 2013 Available online xxxx Keywords: Formal strategic planning Planning flexibility Innovativeness Firm performance This study explores the link between financial performance and the formal strategic planning process, planning flexibility, and innovativeness of 448 firms in a multi-industry sample. The results suggest that firms' formal strategic planning processes and planning flexibility are positively associated, and each is positively related to innovativeness. In addition, innovativeness fully mediates the relationships between firm performance and the formal strategic planning process and planning flexibility. © 2013 Elsevier Inc. All rights reserved. 1. Introduction Contemporary business leaders face remarkable challenges. Success is increasingly a function of a firm's ability to develop and to deploy unique and costly to imitate resources in an innovative way. Scholarly inquiry in strategy focuses on how firms can deliberately and proactively leverage their idiosyncratic combination of resources to create competitive advantages (Barney, 1991; Penrose, 1959). Scholars also question how formal strategic planning and planning flexibility may contribute to a firms' ability to innovate and profit (e.g., Titus, Covin, & Slevin, 2011; Wiltbank, Dew, Read, & Sarasvathy, 2006). Positioned at the nexus of these research streams, the current study examines the relationships among financial performance and formal strategic planning processes (i.e., the process of identifying and implementing the firm's strategic initiatives (Jarzabkowski & Balogun, 2009)), planning flexibility (i.e., the ability of a firm to deviate from its formal strategic plan in response to emerging opportunities or threats (Barringer & Bluedorn, 1999)), and innovativeness i.e., a firm's emphasis on innovation (e.g., Dibrell, Craig, & Hansen, 2011b). We develop and test a set of hypotheses in which firm innovativeness fully mediates the path from formal strategic planning processes and planning flexibility to firm financial performance. Three research questions drive this study: (1) If firm success is predicated on its ability to build and to leverage valuable, idiosyncratic resources and capabilities, then what role may formal strategic planning processes and planning flexibility play in that effort?, (2) Can firms simultaneously develop formal strategic plans, yet integrate adaptive responses based on a changing environment and still successfully innovate?, and (3) How does the combination of the formal strategic planning process, planning flexibility, and innovativeness influence a firm's performance? Many studies examine the relationships between formal strategic planning and innovation (e.g., 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.g., Barringer & Bluedorn, 1999; Zhou & Wu, 2010). Other studies, however, note the need for a greater understanding of the possible mediators of the relationship between the formal strategic planning process and firm performance (Rudd et al., 2008). This research offers multiple contributions. First, it informs the strategic planning literature by examining how (1) the formal strategic planning process functions in the presence of firm innovativeness, (2) planning flexibility relates to firm innovativeness, and (3) firms employ formal strategic planning processes and flexible planning systems concurrently. Consistent with Barringer and Bluedorn (1999), we use planning flexibility and flexible planning systems synonymously. These aforementioned extensions are significant because, though a formal strategic planning process has merits, an overly structured formal planning process can impede a firm's ability to respond to external conditions (Grant, 2003; Kukalis, 1989). Second, this study explores how innovativeness facilitates the generation of positive financial returns. Specifically, innovativeness should play a critical role in the relationships among formal strategic planning processes, planning flexibility, and firm financial performance. Third, our study contributes to resource based view (RBV) theory by examining how a non-novel
