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The impact of grand strategy and planning formality on financial performance |
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| Authors: | John A. Pearce D. Keith Robbins Richard B. Robinson |
| Abstract: | An empirical study involving 97 manufacturing firms that averaged $20 million in annual sales yielded a strong positive correlation between the degree of planning formality and firm performance. Additionally, interactive analysis disclosed that this relationship pervaded various grand strategies; the implication being that formalized strategic planning was consistently a positive factor associated with high levels of organizational performance. |
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