Planning and participation as determinants of strategic planning effectiveness

Abstract

Abstract Purpose – The aim of this paper is to investigate relationships between strategic planning practice, management participation and strategic planning effectiveness. Design/methodology/approach – A total of 87 questionnaires were collected from privately owned firms working in Egypt. Regression analysis was used to test the hypotheses. Findings – Strategic planning practice, but not management participation, is significantly associated with strategic planning effectiveness. Further, both strategic planning practice and management participation jointly enhance the effectiveness of strategic planning. Research limitations/implications – Longitudinal data would be needed in order to prove that causal relationships exist. The common method bias restricts the inferences that can be drawn from this study. It would be useful to explore whether the results hold when other integrative variables are taken into consideration. Practical implications – A wide use of strategic planning tools is one important element in organizational success. Originality/value – Little research has so far examined the use and worth of strategic planning tools in organizations. One function of this paper is to re‐visit this area of research. It does so in one of the areas that have largely been neglected in past research in Arab countries.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 93 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.