Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Managerial Perceptions of Organizational Planning Benefits

Managerial Perceptions of Organizational Planning Benefits Abstract The last two decades have witnessed an increase in the number of business organizations which have recognised and adopted formal measures for undertaking strategic planning in industrialised countries. Notwithstanding the volume of pedagogical literature concerning strategic planning practice, there is limited evidence on issues relating to the planning process in developing nations. Although executives in transition developing economies may be stimulated to adopt a robust approach to planning their commercial activities, the justification for such an orientation has tended to rely upon intuitive thinking and conceptual contributions to knowledge. It is suggested that empirical tests or the anticipated benefits of planning might be more revealing and provide a grounded approach to assessing the utility of strategic planning for businesses operating in an emerging developing market. For this reason, the focus of this article is a discussion of the findings from an empirical study that investigated the perceived attitudinal and behavioural consequences of strategic planning, with the aim of determining the significance of such effects on planning among firms operating in Ghana's transition economy. A number of favourable outcomes are identified in managerial perceptions of planning. The implications http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal Of African Business Taylor & Francis

Managerial Perceptions of Organizational Planning Benefits

Adu, Kwaku Appiah
Journal Of African Business , Volume 1 (3): 22 – Sep 1, 2000
Download PDF

Managerial Perceptions of Organizational Planning Benefits

Abstract

Abstract The last two decades have witnessed an increase in the number of business organizations which have recognised and adopted formal measures for undertaking strategic planning in industrialised countries. Notwithstanding the volume of pedagogical literature concerning strategic planning practice, there is limited evidence on issues relating to the planning process in developing nations. Although executives in transition developing economies may be stimulated to adopt a robust approach...
Loading next page...
 
/lp/taylor-francis/managerial-perceptions-of-organizational-planning-benefits-e97muSxZwP
Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1522-9076
eISSN
1522-8916
DOI
10.1300/J156v01n03_02
Publisher site
See Article on Publisher Site

Abstract

Abstract The last two decades have witnessed an increase in the number of business organizations which have recognised and adopted formal measures for undertaking strategic planning in industrialised countries. Notwithstanding the volume of pedagogical literature concerning strategic planning practice, there is limited evidence on issues relating to the planning process in developing nations. Although executives in transition developing economies may be stimulated to adopt a robust approach to planning their commercial activities, the justification for such an orientation has tended to rely upon intuitive thinking and conceptual contributions to knowledge. It is suggested that empirical tests or the anticipated benefits of planning might be more revealing and provide a grounded approach to assessing the utility of strategic planning for businesses operating in an emerging developing market. For this reason, the focus of this article is a discussion of the findings from an empirical study that investigated the perceived attitudinal and behavioural consequences of strategic planning, with the aim of determining the significance of such effects on planning among firms operating in Ghana's transition economy. A number of favourable outcomes are identified in managerial perceptions of planning. The implications

Journal

Journal Of African Business – Taylor & Francis

Published: Sep 1, 2000

Keywords: Strategic planning; planning benefits; Ghana firms; planning performance; transition economies; developing economies

There are no references for this article.