Formal and informal strategic planning : the interdependency between organization, performance and strategic planning
Resource Information
The work Formal and informal strategic planning : the interdependency between organization, performance and strategic planning represents a distinct intellectual or artistic creation found in Sydney Jones Library, University of Liverpool. This resource is a combination of several types including: Work, Language Material, Books.
The Resource
Formal and informal strategic planning : the interdependency between organization, performance and strategic planning
Resource Information
The work Formal and informal strategic planning : the interdependency between organization, performance and strategic planning represents a distinct intellectual or artistic creation found in Sydney Jones Library, University of Liverpool. This resource is a combination of several types including: Work, Language Material, Books.
- Label
- Formal and informal strategic planning : the interdependency between organization, performance and strategic planning
- Title remainder
- the interdependency between organization, performance and strategic planning
- Statement of responsibility
- Daniel Ebner
- Language
- eng
- Summary
- 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. Contents Corporate strategy Formal and informal strategic planning Organizational culture and organizational structure Coordination mechanisms Target Groups Researchers and students in the field of organizational structure, organizational management and strategic management Professionals in the field of organization/planning The Author Daniel Ebner obtained his Master of Arts degree at Management Center Innsbruck (International Business and Law), Austria
- Cataloging source
- DKDLA
- Dewey number
-
- 658.4/012
- 650
- Illustrations
- illustrations
- Index
- no index present
- LC call number
-
- HD30.28
- HD28-70
- Literary form
- non fiction
- Nature of contents
- dictionaries
- Series statement
- BestMasters
Context
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- Formal and informal strategic planning : the interdependency between organization, performance and strategic planning, Daniel Ebner, (electronic book)
- Formal and informal strategic planning : the interdependency between organization, performance and strategic planning, Daniel Ebner, (electronic book)
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<div class="citation" vocab="http://schema.org/"><i class="fa fa-external-link-square fa-fw"></i> Data from <span resource="http://link.liverpool.ac.uk/resource/3zK4ojfoieY/" typeof="CreativeWork http://bibfra.me/vocab/lite/Work"><span property="name http://bibfra.me/vocab/lite/label"><a href="http://link.liverpool.ac.uk/resource/3zK4ojfoieY/">Formal and informal strategic planning : the interdependency between organization, performance and strategic planning</a></span> - <span property="potentialAction" typeOf="OrganizeAction"><span property="agent" typeof="LibrarySystem http://library.link/vocab/LibrarySystem" resource="http://link.liverpool.ac.uk/"><span property="name http://bibfra.me/vocab/lite/label"><a property="url" href="http://link.liverpool.ac.uk/">Sydney Jones Library, University of Liverpool</a></span></span></span></span></div>
