Résumés
Résumé
L’étude du lien entre la planification stratégique rationnelle et la performance a occupé une place importante dans la recherche en management stratégique durant ces quatre dernières décennies. Bien qu’une littérature abondante suggère une relation positive, plusieurs auteurs défendent la thèse inverse. Cet article contribue à ce débat important aussi bien pour les chercheurs que pour les managers en accordant une importance particulière à l’opérationnalisation des notions de planification stratégique rationnelle et de performance. Une étude empirique quantitative internationale conduite auprès d’entreprises européennes, nord-américaines, asiatiques, du Moyen-Orient révèle l’existence d’une association positive entre la planification stratégique rationnelle et la performance.
Mots-clés :
- Planification stratégique rationnelle,
- formalisation,
- exhaustivité,
- contrôle stratégique,
- performance
Abstract
Examination of the relationship between rational strategic planning and company performance has received a great deal of attention in the strategic management research over the past four decades. Although an extensive literature suggests a positive relationship, several authors support the opposite view. This paper contributes to this important debate for both researchers and managers, with an emphasis on the operationalization of the concepts of rational strategic planning and company performance. A quantitative empirical study conducted among European, North American, Asian and Middle Eastern companies, reveals a positive association between rational strategic planning and company performance.
Keywords:
- Rational strategic planning,
- formalization,
- comprehensiveness,
- strategic control,
- performance
Resumen
El estudio de la relación entre la planificación estratégica racional y el desempeño ha ocupado una parte importante de las investigaciónes sobre la gestión estratégica de las empresas durante los últimos cuatro decenios. Aunque la amplia literatura sugiera una relación positiva, varios autores defienden la tesis inversa. Esté articulo contribuye al debate tanto para los investigadores como para los managers haciendo hincapié en la operacionalización de los conocimientos de planificación racional estratégica y de desempeño. Un estudio internacional realizado entre empresas europeas, norteamericanas, asiáticas, del Oriente Medio revela la existencia de una asociación positiva entre la planificación racional estratégica y el desempeño.
Palabras clave:
- Planificación estratégica racional,
- la formalización,
- la integralidad,
- el control estratégico,
- el rendimiento
Parties annexes
Bibliographie
- Allison, G. T. (1971). Essence of Decision: Explaining the Cuban Missile Crisis. Little Brown, Boston.
- Ansoff, H. I. (1968). Stratégie développement de l’entreprise. Édition Hommes et techniques, Paris.
- Boyd, K. B. (1991). Strategic planning and financial performance: a meta-analytic review. Journal of Management Studies, 28, 353-74.
- Chakravarthy, B. S. (1986). Measuring strategic performance. Strategic Management Journal, 7(5), 437-458.
- Dean, J. W., & Sharfman, M. P. (1996). Does decision process matter? A study of strategic decision making effectiveness. Academy of Management Journal, 39, 368–396.
- Falshaw, J. R., & Glaister, K. W., & Tatoglu, E. (2006). Evidence on formal strategic planning and company performance. Management Decision, 44(1), 9-30.
- Fredrickson, J. W. (1984). The comprehensiveness of strategic decision processes: Extension, observations, future directions. Academy of Management Journal, 27, 445-466.
- Fredrickson, J. W. (1986). The strategic decision process and organizational structure. Academy Management Review, 11(2), 280-297.
- Fredrickson, J.W., & Mitchell, T. R. (1984). Strategic decision processes: comprehensiveness and performance in an industry with an unstable environment. Academy of Management Journal, 27(2), 399-423.
- Glaister, K. W., & Dincer, O., Tatoglu, E., & Demirbag, M., & Zaim, S. (2008). A causal analysis of formal strategic planning and firm performance Evidence from an emerging country. Management Decision, 46(3), 365-391.
- Grant, R. M. (2003). Strategic planning in a turbulent environment: evidence from the oil majors. Strategic Management Journal, 24(6), 491-517.
- Hopkins, W. E., & Hopkins, S. A. (1997). Strategic planning-financial performance relationships in banks: a causal examination. Strategic Management Journal, 18(8), 635-652.
- Kald, M., Nilsson, F., & Rapp, B. (2000). On strategy and management control: the importance of classifying the strategy of the business. British Journal of Management, 11, 197-212.
- Miller, D. (1987). Strategy Making and Structure: Analysis and Implications for Performance. Academy of Management Journal, 30(1), 7-32.
- Miller, C. C., & Cardinal, L. B. (1994). Strategic planning and firm performance: a synthesis of more than two decades of research. Academy of Management Journal, 37(6), 1649-1665.
- Mintzberg H. (1994). Grandeur et Décadence de la planification stratégique. Dunod, Paris.
- Ouchi, W. G. (1977). The relationship between organizational structure and organizational control. Administrative Science Quarterly, 22, 95-113.
- Papke-Shields, K. E., Malhotra, M. K. & Grover, V. (2002). Strategic Manufacturing Planning Systems and Their Linkage to Planning System Success. Decision Sciences, 33(I), 1-30.
- Papke-Shields, K. E., Malhotra M. K., & Grover, V. (2006). Evolution in the strategic manufacturing planning process of organizations. Journal of Operations Management, 24, 421-439.
- Pearce, J., II., Freeman, E., & Robinson, R. (1987). The tenuous link between formal strategic planning and financial performance. Academy of Management Review, 12(4), 658-675.
- Porter, M. E. (1996). What is strategy?. Harvard Business Review, 74(10), 61-78.
- Powell, T. C. (1992). Strategic Planning as Competitive Advantage. Strategic Management Journal, 13, 551-558.
- Ramanujam, V., & Venkatraman, N. (1987). Planning and performance: a new look at an old question. Business Horizons, 30(3), 19-25.
- Rudd, J. M., Greenley, G. E., Beatson, A. T., & Lings, I. N. (2008). Strategic planning and performance: Extending the debate. Journal of Business Research, 61, 99-108.
- Segars, A. H., Grover, V., & Teng, J. T. C. (1998). Strategic information systems planning: Planning system dimensions, internal coalignment and implications for planning effectiveness. Decision Sciences, 29(2), 303-345.
- Shrivastava, R. L. Mohanty, R. P., & Lakhe, R. R. (2006). Linkages between total quality management and organizational performance: an empirical study for Indian industry. Production Planning & Control, 17(1), 13-30.
- Tapinos, E., Dyson, R. G., & Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance Management, 54(5/6), 370-384.
- Thune, S. S., & House, R. J. (1970). Where long-range planning pays off: findings of a survey of formal and informal planners. Business Horizons, 13, 81-87.