The Resource Formal and informal strategic planning : the interdependency between organization, performance and strategic planning, Daniel Ebner

Formal and informal strategic planning : the interdependency between organization, performance and strategic planning, Daniel Ebner

Label
Formal and informal strategic planning : the interdependency between organization, performance and strategic planning
Title
Formal and informal strategic planning
Title remainder
the interdependency between organization, performance and strategic planning
Statement of responsibility
Daniel Ebner
Creator
Subject
Genre
Language
eng
Summary
Previous research focused either on the relationship between strategic planning and performance or coordination mechanisms and performance. Therefore, a conceptually and empirically validated understanding of the interaction between these three factors is limited. This study addresses this gap in the literature by delivering three contributions to theory and empirical research: firstly, by clarifying and proposing the influences of strategic planning and strategic organization on the performance; secondly, by developing a model and associated hypotheses on both direct and interaction effects of strategic planning and coordination mechanisms; and thirdly, by testing the hypotheses. Findings regarding strategic planning suggest the coexistence of formal and informal strategic planning activities. Furthermore, results show that the relationship between strategic planning and performance is moderated by coordination mechanisms. Contents Corporate strategy Formal and informal strategic planning Organizational culture and organizational structure Coordination mechanisms Target Groups Researchers and students in the field of organizational structure, organizational management and strategic management Professionals in the field of organization/planning The Author Daniel Ebner obtained his Master of Arts degree at Management Center Innsbruck (International Business and Law), Austria
Member of
Cataloging source
DKDLA
http://library.link/vocab/creatorName
Ebner, Daniel
Dewey number
  • 658.4/012
  • 650
Illustrations
illustrations
Index
no index present
LC call number
HD30.28
LC item number
E35 2014eb
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
Series statement
BestMasters
http://library.link/vocab/subjectName
  • Strategic planning
  • Economics
  • Industrial management
  • BUSINESS & ECONOMICS
  • BUSINESS & ECONOMICS
  • BUSINESS & ECONOMICS
  • Science économique
  • Affaires
  • Economics
  • Industrial management
  • Strategic planning
Label
Formal and informal strategic planning : the interdependency between organization, performance and strategic planning, Daniel Ebner
Link
https://ezproxy.lib.ou.edu/login?url=http://link.springer.com/10.1007/978-3-658-04502-9
Instantiates
Publication
Bibliography note
Includes bibliographical references (pages 89-108)
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • 1. Introduction -- 1.1. Initial situation -- 1.2. Problem statement and objectives -- 1.3. Course of investigation -- 2. Literature review -- 2.1. Strategy formation -- 2.1.1. Strategy formation theory -- 2.1.2. The strategy formation process -- 2.2. Strategic planning -- 2.2.1. The strategic planning process -- 2.2.2. Formal and informal strategic planning -- 2.2.3. Strategic planning in a turbulent environment -- 2.2.4. Strategic planning in an international environment -- 2.2.5. Planning, plans and planners -- 2.3. Strategic organization and organizational structure -- 2.3.1.Organizational learning and strategic thinking -- 2.3.2.Organizational ambidexterity -- 2.3.3. Coordination mechanisms -- 3. Research gap and current state of research -- 3.1. Strategic planning -- 3.2. Coordination mechanisms -- 3.3. Research gap -- 4. Hypothesis and model development -- 4.1. Derivation of the structural research model -- 4.2. Hypothesis development
  • 4.2.1. Strategic planning -- 4.2.2. Coordination mechanisms -- 4.3. Measures -- 4.3.1. Dependent variable -- 4.3.2. Independent variables -- 4.3.3. Moderating variables -- 4.3.4. Control variables -- 4.3.5. Measurement testing and summary of hypotheses -- 5. Empirical study and results -- 5.1. Methodology -- 5.1.1. Sample description -- 5.1.2. Data collection -- 5.1.3. Questionnaire design -- 5.2. Results of the empirical analysis -- 5.2.1. Descriptive statistics -- 5.2.2. Validation and potential biases -- 5.2.3. Evaluation of the structural research model and hypotheses -- 5.2.4. Summary and final structural research model -- 5.3. Discussion and conclusion -- 5.3.1. Conclusion -- 6. Limitations and implications for future research -- 6.1. Limitations -- 6.2. Implications for future research
Extent
1 online resource (xvii, 110 pages)
Form of item
online
Isbn
9783658045012
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
SpringerLink
Other control number
10.1007/978-3-658-04502-9
Other physical details
illustrations.
Specific material designation
remote
System control number
  • (OCoLC)869793282
  • (OCoLC)ocn869793282
Label
Formal and informal strategic planning : the interdependency between organization, performance and strategic planning, Daniel Ebner
Link
https://ezproxy.lib.ou.edu/login?url=http://link.springer.com/10.1007/978-3-658-04502-9
Publication
Bibliography note
Includes bibliographical references (pages 89-108)
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • 1. Introduction -- 1.1. Initial situation -- 1.2. Problem statement and objectives -- 1.3. Course of investigation -- 2. Literature review -- 2.1. Strategy formation -- 2.1.1. Strategy formation theory -- 2.1.2. The strategy formation process -- 2.2. Strategic planning -- 2.2.1. The strategic planning process -- 2.2.2. Formal and informal strategic planning -- 2.2.3. Strategic planning in a turbulent environment -- 2.2.4. Strategic planning in an international environment -- 2.2.5. Planning, plans and planners -- 2.3. Strategic organization and organizational structure -- 2.3.1.Organizational learning and strategic thinking -- 2.3.2.Organizational ambidexterity -- 2.3.3. Coordination mechanisms -- 3. Research gap and current state of research -- 3.1. Strategic planning -- 3.2. Coordination mechanisms -- 3.3. Research gap -- 4. Hypothesis and model development -- 4.1. Derivation of the structural research model -- 4.2. Hypothesis development
  • 4.2.1. Strategic planning -- 4.2.2. Coordination mechanisms -- 4.3. Measures -- 4.3.1. Dependent variable -- 4.3.2. Independent variables -- 4.3.3. Moderating variables -- 4.3.4. Control variables -- 4.3.5. Measurement testing and summary of hypotheses -- 5. Empirical study and results -- 5.1. Methodology -- 5.1.1. Sample description -- 5.1.2. Data collection -- 5.1.3. Questionnaire design -- 5.2. Results of the empirical analysis -- 5.2.1. Descriptive statistics -- 5.2.2. Validation and potential biases -- 5.2.3. Evaluation of the structural research model and hypotheses -- 5.2.4. Summary and final structural research model -- 5.3. Discussion and conclusion -- 5.3.1. Conclusion -- 6. Limitations and implications for future research -- 6.1. Limitations -- 6.2. Implications for future research
Extent
1 online resource (xvii, 110 pages)
Form of item
online
Isbn
9783658045012
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
SpringerLink
Other control number
10.1007/978-3-658-04502-9
Other physical details
illustrations.
Specific material designation
remote
System control number
  • (OCoLC)869793282
  • (OCoLC)ocn869793282

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