1988
DOI: 10.1002/smj.4250090606
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Planning and financial performance among small firms in a growth industry

Abstract: \ 7 \ This paper examines the relationship between planning process sophistication and the financial performance of a select group of small firms in a growth industry. Multivariate analysis of variance is used to identify statistically significant differences between firms that employ sophisticated plans and those that do not. The results support previous research on strategic planning and financial performance.

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Cited by 253 publications
(159 citation statements)
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“…The definition of MSMEs varies from country to country (Abdullah, 2000; Bracker et al, 2006). Hence, firstly, it makes an attempt to about the basic definition of MSMEs.…”
Section: Methodsmentioning
confidence: 99%
“…The definition of MSMEs varies from country to country (Abdullah, 2000; Bracker et al, 2006). Hence, firstly, it makes an attempt to about the basic definition of MSMEs.…”
Section: Methodsmentioning
confidence: 99%
“…With regard to corporate strategy and performance, relevant extant literature submits that corporate strategy has effect on organizational performance (Bracker, Keats, & Pearson, 1988;Naffziger & Kurato, 1991;Lyles, Baird, Orris, & Kuratko, 1993;Osuagwu, 1996;Osuagwu, 1997;Rue & Ibrahim, 1998;Osuagwu, 2001, Ho, 2015and Budayan et al, 2015, among others Hitt et al (2005), among others, have argued that an organization's environments impact on its strategic decisions. Relatedly, Bamber et al (2004) have argued that organizational strategies are a function of environmental perceptions by organizational strategists.…”
Section: Props From Extant Literaturementioning
confidence: 99%
“…According to Berman, Gordon and Sussman (1997:14) "firms that plan produce better financial results than firms that do not plan". Bracker et al (1986;1988) found that firms that undertook strategic planning performed better financially. Lerner and Almor (2002) contend that planning lays the groundwork for developing the strategic capabilities needed for high performance.…”
Section: Determinants Of Value Addition Strategic Planning Activitiesmentioning
confidence: 99%