Strategic planning and performance: Extending the debate

Rudd, John M.; Greenley, Gordon E.; Beatson, Amanda; Lings, Ian

doi:10.1016/j.jbusres.2007.06.014

Cited by 176 publications

(167 citation statements)

References 98 publications

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“…This is confirmed by several empirical studies conducted in recent years in the world that examined the relationship between strategic planning and performance achievement of business (Rudd, Greenley, Beatson & Lings, 2008). …”

Section: Literature Reviewsupporting

confidence: 56%

Strategic Management of Business Performance Based on Innovations and Information Support in Specific Conditions of Slovakia

Rajnoha¹,

Lorincová²

2015

JOC

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Business performance management and measurement is a relatively complex and difficult process, which is currently undergoing significant changes in terms of both theory and practice. Previously used indicators, methods and models, largely based on financial indicators and methods of financial management, have been gradually modified and improved to provide owners and managers with a sufficient true and fair view of business performance. Despite the efforts for continuous improvement, it appears that the traditional management of enterprise performance based primarily on financial management hits its limits and companies around the world are beginning to promote new non-traditional indicators, methods and models, based primarily on non-financial, strategic and often qualitative indicators. We recommend that enterprises apply the selected methods and models of strategic business performance management in different industries of the Slovak Republic. By applying the selected strategic methods and models such as BSC, BI, strategic planning and controlling, innovations and others, a higher performance of companies can be achieved.

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Section: Literature Reviewsupporting

confidence: 56%

Strategic Management of Business Performance Based on Innovations and Information Support in Specific Conditions of Slovakia

Rajnoha¹,

Lorincová²

2015

JOC

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“…Many other empirical studies realized around the world in recent years have also confi rmed the relationship between strategic planning and business performance (Rudd et al, 2008). …”

Section: Introductionmentioning

confidence: 89%

Influence of business performance measurement systems and corporate sustainability concept to overal business performance: “save the planet and keep your performance”

Rajnoha¹,

Lesníková²,

Krajčík³

2017

E+M

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“…Perencanaan strategik (strategic planning) vital bagi organisasi dalam mempertahankan kelangsungan hidupnya (Robbins & Coulter, 2007;Jauch & Glueck, 2004;Wheleen & Hunger, 2004). Baldrige National Quality Program (2008), menetapkan strategic planning sebagai salah satu komponen dari sistem untuk mencapai kinerja unggul.Perencanaan strategik terbukti berpengaruh nyata terhadap kinerja organisasi (Phillips, 1996;Brews & Purohit, 2007;Rudd et al, 2008).…”

Section: Knowledge Management Dan Peran Strategic Partner Sdm: Pengarunclassified

“…Variabel Perencanaan strategik (Y2) dalam penelitian adalah proses penyusunan rencana strategik Rumah Sakit, meliputi 3 tahap, yaitu: tahap formulasi strategi, implementasi strategi dan tahap evaluasi strategi, mengacu pada (David, 2005, Thompson, et al 2006, Pearce & Robinson, 2006, Rudd, et al, 2008. Tahapan tersebut sekaligus menjadi indikator pengukuran variabel perencanaan strategik dan dapat diidentifikasi sebagai berikut: Formulasi strategi (Y2.1); Implementasi strategi (Y2.2); dan Evaluasi strategi (Y2.3).…”

Section: Perencanaan Strategik (Y2)unclassified

Knowledge Management dan Peran Strategic Partner SDM: Pengaruhnya Terhadap Perencanaan Strategik dan Kinerja Organisasi (Studi pada Rumah Sakit di Bali)

Sintaasih¹,

Nimran²,

Sudarma³

et al. 2011

jmk

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The purpose of this study is to examine, test, and PENDAHULUANEkonomi global dan dunia bisnis dewasa ini sedang berubah dengan cepat dan kompleks, sehingga memicu timbulnya berbagai masalah dalam perusahaan. Dalam perubahan demikian, jaringan inovatif serta gerakan knowledge ekonomi global menambah momentum, sehingga perusahaan-perusahaan menyadari bahwa, persaingan dan metode pengelolaan perusahaan secara strategik berbasis informasi di abad sebelumnya berubah secara fundamental menuju ke knowledge-based, dalam mana kolaborasi strategik menjadi penting sebagai mindset dan praktek strategi bersaing (Leibold et al., 2005).Tekanan persaingan menuntut organisasi harus lebih proaktif dan selalu memikirkan cara-cara beradaptasi dan mengatasi lingkungan yang selalu berubah. Organisasi atau perusahaan dituntut harus memiliki kemampuan mendeteksi kencenderungan perubahan lingkungan dan mampu mengambil keputusan dengan cepat.Rumah Sakit (RS), sebagai industri jasa kesehatan tidak dapat terhindar dari perubahan tersebut. Perubahan lingkungan yang begitu kompleks, membawa perubahan pandangan stakeholder RS. dan selanjutnya berdampak pada perubahan paradigma dalam pelayanan jasa Rumah Sakit (RS) di Indonesia (Assauri, 2004). RS di Bali yang terus berkembang, baik dalam jumlah maupun kapasitas, tidak luput dari perubahan lingkungan tersebut. Intensitas persaingan semakin meningkat dengan semakin banyaknya RS baru beroperasi khususnya RS swasta. Bahkan RS yang baru dibangun belakangan ini mengklaim sebagai RS berstandar internasional. Peningkatan trend pembangunan RS kelas atas ini, dipicu oleh

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Strategic planning and performance: Extending the debate

Cited by 176 publications

References 98 publications

Strategic Management of Business Performance Based on Innovations and Information Support in Specific Conditions of Slovakia

Strategic Management of Business Performance Based on Innovations and Information Support in Specific Conditions of Slovakia

Influence of business performance measurement systems and corporate sustainability concept to overal business performance: “save the planet and keep your performance”

Knowledge Management dan Peran Strategic Partner SDM: Pengaruhnya Terhadap Perencanaan Strategik dan Kinerja Organisasi (Studi pada Rumah Sakit di Bali)

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