Skip to main content

Formal and Informal Strategic Planning

The Interdependency between Organization, Performance and Strategic Planning

  • Book
  • © 2014

Overview

  • Study in the field of economic science
  • Includes supplementary material: sn.pub/extras

Part of the book series: BestMasters (BEST)

This is a preview of subscription content, log in via an institution to check access.

Access this book

Subscribe and save

Springer+ Basic
EUR 32.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or eBook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

eBook USD 39.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Other ways to access

Licence this eBook for your library

Institutional subscriptions

About this book

Previous research focused either on the relationship between strategic planning and performance or coordination mechanisms and performance. Therefore, a conceptually and empirically validated understanding of the interaction between these three factors is limited. This study addresses this gap in the literature by delivering three contributions to theory and empirical research: firstly, by clarifying and proposing the influences of strategic planning and strategic organization on the performance; secondly, by developing a model and associated hypotheses on both direct and interaction effects of strategic planning and coordination mechanisms; and thirdly, by testing the hypotheses. Findings regarding strategic planning suggest the coexistence of formal and informal strategic planning activities. Furthermore, results show that the relationship between strategic planning and performance is moderated by coordination mechanisms.

Similar content being viewed by others

Keywords

Table of contents (6 chapters)

Authors and Affiliations

  • MCI - Management Center Innsbruck, Innsbruck, Austria

    Daniel Ebner

About the author

Daniel Ebner obtained his Master of Arts degree at Management Center Innsbruck (International Business and Law), Austria.

Bibliographic Information

  • Book Title: Formal and Informal Strategic Planning

  • Book Subtitle: The Interdependency between Organization, Performance and Strategic Planning

  • Authors: Daniel Ebner

  • Series Title: BestMasters

  • DOI: https://doi.org/10.1007/978-3-658-04502-9

  • Publisher: Springer Gabler Wiesbaden

  • eBook Packages: Business and Economics, Business and Management (R0)

  • Copyright Information: Springer Fachmedien Wiesbaden 2014

  • Softcover ISBN: 978-3-658-04501-2Published: 27 December 2013

  • eBook ISBN: 978-3-658-04502-9Published: 09 December 2013

  • Series ISSN: 2625-3577

  • Series E-ISSN: 2625-3615

  • Edition Number: 1

  • Number of Pages: XVII, 110

  • Number of Illustrations: 6 b/w illustrations

  • Topics: Business Strategy/Leadership

Publish with us