THIRTY-FIVE YEARS OF STRATEGIC PLANNING AND FIRM PERFORMANCE RESEARCH: A META-ANALYSIS.

2006 ◽  
Vol 2006 (1) ◽  
pp. M1-M6 ◽  
Author(s):  
Rita J. Shea-Van Fossen ◽  
Hannah R. Rothstein ◽  
Helaine J. Korn
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Meta Analysis ◽  
Performance Research

Does strategic planning help firms translate slack resources into better performance?

2018 ◽  
Vol 26 (4) ◽  
pp. 395-407 ◽  
Author(s):  
Jinyu Guo ◽  
Bo Zhou ◽  
Haili Zhang ◽  
Chunjia Hu ◽  
Michael Song
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
External Environment ◽  
Organizational Slack ◽  
Low Levels ◽  
Using Data ◽  
The Impact ◽  
Performance Research ◽  
Practical Implications ◽  
Different Levels

AbstractIs organizational slack good or bad for firm performance? Research addressing this question has obtained mixed results. Such studies have focused mainly on the impact of environmental conditions on the slack–performance relationship. In this study, instead of focusing on the uncontrollable external environment, we consider actions determined by firms internally, in particular strategic planning. Using data from 183 US firms, we explore the connection between organizational slack and firm performance with different levels of strategic planning. The results suggest that at low levels of strategic planning the slack–performance relationship is linear, while at high levels of strategic planning this relationship is inverse U shaped. We discuss the theoretical and practical implications of these findings.

Effects of Formal Strategic Planning on Financial Performance in Small Firms: A Meta-Analysis

1993 ◽  
Vol 17 (3) ◽  
pp. 53-64 ◽  
Author(s):  
Charles R. Schwenk ◽  
Charles B. Shrader
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Financial Performance ◽  
Small Firm ◽  
Small Firms ◽  
Sampling Error ◽  
Meta Analysis ◽  
Firm Financial Performance ◽  
And Performance ◽  
First Time

Researchers have been examining the effects of formal strategic planning on small firm financial performance for more than twenty years. Reviewers of prior studies have drawn differing conclusions as to whether formal planning improves small firm performance. We have applied meta-analysis for the first time to the results of previous studies on formal strategic planning and small firm performance. The results suggest that even though the size of the effects for planning for individual studies Is not large, the overall relationship between formal planning and performance across studies Is positive and significant. Much of the variance in the size of the effects, however, Is not explained by sampling error, Indicating the potential for other variables to moderate the effects of planning on the performance of small firms. It is concluded, in general, that strategic planning is a beneficial activity for small firms.

scholarly journals A meta-analysis of the variability in firm performance attributable to human resource variables

2015 ◽  
Vol 4 (1) ◽  
pp. 8-18
Author(s):  
Lloyd Kapondoro ◽  
Chux Gervase Iwu ◽  
Michael Twum-Darko
Keyword(s):  
Firm Performance ◽  
Human Resource ◽  
Meta Analysis ◽  
Business Case ◽  
Critical Aspect ◽  
Managerial Implication ◽  
Hrm Practices ◽  
Kolmogorov Smirnov ◽  
Effect Size Calculation ◽  
Smirnov Test

The contribution of Human Resource Management (HRM) practices to organisation-wide performance is a critical aspect of the Human Resource (HR) value proposition. The purpose of the study was to describe the strength of HRM practices and systems in influencing overall organisational performance. While research has concluded that there is a significant positive relationship between HRM practices or systems and an organisation’s market performance, the strength of this relationship has relatively not received much analysis in order to explain the degree to which HRM practices explain variance in firm performance. The study undertook a meta-analysis of published researches in international journals. The study established that HRM variables accounted for an average of 31% of the variability in firm performance. Cohen’s f2 calculated for this study as a meta effect size calculation yielded an average of 0.681, implying that HRM variables account for 68% of variability in firm performance. A one sample Kolmogorov-Smirnov test showed that the distribution of R2 is not normal. A major managerial implication of this study is that effective HRM practices have a significant business case. The study provides, quantitatively, the average variability in firm success that HRM accounts for.

scholarly journals INVESTIGATION OF REVENUE SHARING, TRANSPARENCY AND FIRM PERFORMANCE TO PROFIT DISTRIBUTION MANAGEMENT

2019 ◽  
Vol 2 (2) ◽  
pp. 75-81
Author(s):  
MISMIWATI MISMIWATI ◽  
TONA AURORA LUBIS ◽  
ENGGAR DIAH PUSPA ARUM
Keyword(s):  
Firm Performance ◽  
Revenue Sharing ◽  
Profit Sharing ◽  
Distribution Management ◽  
Profit Distribution ◽  
For Profit ◽  
And Performance ◽  
A Company ◽  
Performance Research

This study was conducted to determine the effect on Profit Distribution Management recorded in Bank Indonesia on financing for profit sharing, transparency and performance. Research conducted using RGEC Method to determine the level of performance in the company and the population of this study is a company listed in the Jakarta Islamic Index of 2012-2016. The results of this study indicate that mudharabah variables have an effect but not significant to PDM, ROA and CAR have significant effect to PDM while musharaka, transparency, FDR, GCG and BOPO have no significant effect to PDM.

The impact of service innovation on firm performance: a meta-analysis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Changli Feng ◽  
Ruize Ma ◽  
Lin Jiang
Keyword(s):  
Firm Performance ◽  
Positive Impact ◽  
Meta Analysis ◽  
Service Innovation ◽  
Future Research ◽  
Quantitative Review ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeWith the rise of service economy, many companies are attempting to gain a competitive advantage through service innovation. However, the existing research has not drawn consistent conclusions about the relationship between service innovation and firm performance. Hence, the purpose of this paper is to provide a quantitative review on the service innovation-performance relationship based on research findings reported in the extant literature.Design/methodology/approachStudies from 46 peer-reviewed articles were sampled and analyzed. A meta-analytic approach was adopted to conduct a quantitative review on the relationship between service innovation and firm performance, and the effects of any potential moderators were further explored.FindingsThe results found that service innovation has a significant positive impact on firm performance. Additionally, the relationship between service innovation and firm performance is influenced by measurement moderators (economic region and performance measurement), and contextual moderators (firm type, innovation type, customer factors and attitudes toward risk).Originality/valueThe meta-analysis has been used to explore the relationship between service innovation and firm performance, and the findings have contributed to the literature on service innovation, as well as providing future research directions.

Culture, strategy formulation, and firm performance: a meta-analysis

2020 ◽  
Vol 33 (1) ◽  
pp. 147-176 ◽  
Author(s):  
Silvio Borrero ◽  
Alejandro Acosta ◽  
Aida F. Medina
Keyword(s):  
Firm Performance ◽  
Latin American ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Future Orientation ◽  
Strategy Formulation ◽  
Partial Explanation ◽  
Analytical Strategy ◽  
Content Type ◽  
Cultural Contexts

PurposeThis article explores how strategy formulation affects firm performance to determine whether rational/analytical strategy formulation is more effective than emergent/reflexive strategy formulation. Additionally, the article assesses if such superiority holds for different cultural contexts.Design/methodology/approachMeta-analysis was performed using the Raju, Burke, Norman, and Landis (RBNL) procedure applied to a dataset of 43 empirical studies reporting 54 effect sizes on strategy–performance relationships.FindingsImplementing a formal strategy formulation process positively relates to firm performance. Rational/analytical formulation approaches are more effective than emergent/reflexive approaches in enhancing firm performance, especially for cultures with low future orientation, high uncertainty avoidance, and high power distance.Research limitations/implicationsThe reduced number of published empirical studies limited the scope and generalizability of the results across countries, industries, or firms. This limitation might be especially true for Latin American firms given the absence of relevant studies in this region. Another potential limitation is related to the distinction between strategy formulation and strategy implementation. Given the empirical nature of the studies meta-analyzed, strategic tools are used as a proxy to determine the formulation approach.Practical implicationsFirms that operate in short-term oriented, uncertainty-avoiding, and elitist cultures should favor implementing rational/analytical strategy formulation techniques rather than emergent/reflexive approaches. Although prescriptive recommendations are limited by the lack of studies in Latin America, firms in this region would seem to be better off using rational/analytical strategy formulation approaches.Originality/valueThese findings provide a partial explanation for the varying results yielded by strategy formulation and suggest cultural contexts in which rational/analytical strategy formulation should be more effective than emergent/reflexive approaches.

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