Information planning process and strategic orientation: the importance of fit in high-performing organizations

Rogers, Patrick; Bamford, Charles E.

doi:10.1016/s0148-2963(00)00136-3

Cited by 31 publications

(15 citation statements)

References 34 publications

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“…However, various studies have reached differing conclusions from analyses of the relationship between strategic planning and performance (Armstrong, 1982;Glaister and Falshaw, 1999;Andersen, 2000;Rogers and Bamford, 2002). According to Brock and Barry (2003), this divergence results from: (i) inconsistencies in putting plans into action; (ii) ignoring contextual influences; and (iii) invalid measuring techniques.…”

Section: Strategic Planning Processmentioning

confidence: 99%

“…In this context, Rogers and Bamford (2002) note that the key organizational issue in the future will be information management and the strategic planning process has to emphasize the types of information that support the company's strategic orientation No process requires greater coordination and information input than an organization's planning process.…”

Section: Strategic Planning Processmentioning

confidence: 99%

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Does management accounting play role in planning process?

Frezatti¹,

Aguiar²,

Guerreiro³

et al. 2011

Journal of Business Research

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Section: Strategic Planning Processmentioning

confidence: 99%

Section: Strategic Planning Processmentioning

confidence: 99%

Does management accounting play role in planning process?

Frezatti¹,

Aguiar²,

Guerreiro³

et al. 2011

Journal of Business Research

View full text Add to dashboard Cite

“…[62][63][64][65][66]. From the perspective of information management, which can be considered a reference field of KM [12,67], there are three main streams of strategic alignment: the alignment of business strategy (BS) with IT strategy [e.g.…”

Section: Strategic Alignment and Strategic Levelsmentioning

confidence: 99%

The role of knowledge management in achieving effective crisis management: a case study

Wang

Belardo

2009

Journal of Information Science

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While most would agree that effective knowledge management can improve the management of crises, it is surprising how little research has been done in this area. In order to begin to address this deficiency, this study presents a framework designed to determine whether, and to what extent, knowledge management can positively impact crisis management (CM). The framework is the result of combining classic strategic CM frameworks with Zack's knowledge strategy framework. A case study of two energy companies in Taiwan is conducted to investigate the relationships between knowledge strategies and critical CM factors. The research results indicate two main findings. First, an organization needs to employ different knowledge strategies at different phases of a business crisis to fulfil its different knowledge needs and achieve the desired CM outcomes. Second, there are significant relationships among knowledge strategies, crisis phases, and crisis characteristics, as summarized in nine theoretical propositions.

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“…The information-based resources required by an organization are determined by several factors, including the strategies utilized by that company and the characteristics of the firm's external environment. In order to achieve a proper fit between a firm's strategy and its environment, the company's information processing capabilities must match its requirements for information-based resources (Rogers and Bamford 2002).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

A hierarchical perspective of the dimensions of entrepreneurial orientation

et al. 2008

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This study examines the hierarchical relationship between the three dimensions of entrepreneurial orientation (EO): proactiveness, innovativeness, and risk-taking. Information Processing Theory and Strategic Choice Theory were utilized to investigate the roles of both industrial munificence and opportunity perceptions in the formation of firm-level EO. Data collected from 227 organizations in four countries suggests that innovative and risk-taking behaviors are fundamentally driven by proactiveness and the perceived availability of opportunities in an industry. As such, proactiveness appears to be the leading and primary factor in encouraging and enabling the other dimensions of EO. The research and managerial implications of these findings are also discussed.

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Information planning process and strategic orientation: the importance of fit in high-performing organizations

Cited by 31 publications

References 34 publications

Does management accounting play role in planning process?

Does management accounting play role in planning process?

The role of knowledge management in achieving effective crisis management: a case study

A hierarchical perspective of the dimensions of entrepreneurial orientation

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