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The contribution of formal planning to decisions
16 references·5 citing·35 second hop
The contribution of formal planning to decisions (1990)The contribution of formal planning to de…Global strategy: An organizing framework (1987)Global strategy: An organizin…A Study of Organizational Effectiveness and its Predictors (1986)A Study of Organizational Eff…The impact of formalized strategic planning on financial performance in small organizations (1983)The impact of formalized stra…Tracking Strategy in an Entrepreneurial Firm. (1982)Tracking Strategy in an Entre…The value of formal planning for strategic decisions: Review of empirical research (1982)The value of formal planning …Strategies for Change: Logical Incrementalism (1982)Strategies for Change: Logica…Strategies for change: Logical incrementalism (1981)Strategies for change: Logica…Forecasting and Planning: An Evaluation (1981)Forecasting and Planning: An …Utilization-focused evaluation. (1979)Utilization-focused evaluatio…Ambiguity and Choice in Organizations (1977)Ambiguity and Choice in Organ…Handbook of Evaluation Research (1976)Handbook of Evaluation Resear…The impact of strategic planning on profit performance (1974)The impact of strategic plann…Where long-range planning pays off Findings of a survey of formal, informal planners (1970)Where long-range planning pay…Perspectives of Curriculum Evaluation (1968)Perspectives of Curriculum Ev…The methodology of evaluation (1966)The methodology of evaluationA Behavioral Theory of the Firm (1964)A Behavioral Theory of the Fi…Constructs in Survey-Based Management Accounting and Control Research: An Inventory from 1996 to 2015 (2018)Constructs in Survey-Based Ma…What Can We Tell Managers about Making Strategic Decisions? (1997)What Can We Tell Managers abo…The Contribution of Formal Planning Systems to Strategic Investment Decisions1 (1995)The Contribution of Formal Pl…Strategic marketing planning, environmental uncertainty and performance (1992)Strategic marketing planning,…Strategic Planning Emphasis and Planning Satisfaction in Small Firms: An Empirical Investigation (1970)Strategic Planning Emphasis a…Experimental and Quasi-Experimental Designs for Research (1963)Natural support systems and coping with major life changes (1980)The role of knowledge in the policy process (1995)The Economic Value of Social and Emotional Learning (2015)The Behavior of Stock-Market Prices (1965)Availability: A heuristic for judging frequency and probability (1973)Judgment under Uncertainty: Heuristics and Biases (1975)Toward a Contingency Model of Strategic Risk Taking (1985)The role of marketing capability in innovation-based competitive strategy (2003)Judgmental forecasting: A review of progress over the last 25years (2006)The Population Ecology of Organizations (1977)Patterns in Strategy Formation (1978)THE GLOBALIZATION OF MARKETS (1983)The Influence of the Management Team's International Experience on the Internationalization Behaviors of SMES (1997)Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness (2000)Global supply chain risk management strategies (2008)Focus Group Interview: An Underutilized Research Technique for Improving Theory and Practice in Health Education (1987)Evaluating professional development (1999)Formative assessment: a critical review (2011)Construct Measurement in Organizational Strategy Research: A Critique and Proposal (1986)Visionary leadership and strategic management (1989)Are more resources always better for growth? Resource stickiness in market and product expansion (2004)The External Validity of Experiments (1968)ASSESSMENT – SUMMATIVE AND FORMATIVE – SOME THEORETICAL REFLECTIONS (2005)Learning‐goals‐driven design model: Developing curriculum materials that align with national standards and incorporate project‐based pedagogy (2007)Core capabilities and core rigidities: A paradox in managing new product development (1992)Strategic assets and organizational rent (1993)Looking Forward and Looking Backward: Cognitive and Experiential Search (2000)Toward a knowledge‐based theory of the firm (1996)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)Dynamic capabilities: what are they? (2000)Longitudinal Field Research on Change: Theory and Practice (1990)The New Institutionalism: Organizational Factors in Political Life (1983)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing (1999)
this work references cited by second hop

References

  • 1964A Behavioral Theory of the Firm3,009 cited
  • 1966The methodology of evaluation2,484 cited
  • 1982Strategies for Change: Logical Incrementalism1,493 cited
  • 1977Ambiguity and Choice in Organizations1,331 cited
  • 1987Global strategy: An organizing framework1,263 cited
  • 1981Strategies for change: Logical incrementalism1,154 cited
  • 1968Perspectives of Curriculum Evaluation792 cited
  • 1982Tracking Strategy in an Entrepreneurial Firm.712 cited
  • 1976Handbook of Evaluation Research699 cited
  • 1981Forecasting and Planning: An Evaluation612 cited
  • 1982The value of formal planning for strategic decisions: Review of empirical research560 cited
  • 1979Utilization-focused evaluation.385 cited
  • 1983The impact of formalized strategic planning on financial performance in small organizations351 cited
  • 1986A Study of Organizational Effectiveness and its Predictors333 cited
  • 1974The impact of strategic planning on profit performance281 cited
  • 1970Where long-range planning pays off Findings of a survey of formal, informal planners

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238 cited

Cited by

  • 1970Strategic Planning Emphasis and Planning Satisfaction in Small Firms: An Empirical Investigation90 cited
  • 1992Strategic marketing planning, environmental uncertainty and performance34 cited
  • 1997What Can We Tell Managers about Making Strategic Decisions?25 cited
  • 2018Constructs in Survey-Based Management Accounting and Control Research: An Inventory from 1996 to 201523 cited
  • 1995The Contribution of Formal Planning Systems to Strategic Investment Decisions119 cited