Planning and participation as determinants of strategic planning effectiveness: Evidence from the Arabic context

Said Elbanna

    Research output: Contribution to journalArticlepeer-review

    42 Citations (Scopus)

    Abstract

    Purpose - The aim of this paper is to investigate relationships between strategic planning practice, management participation and strategic planning effectiveness. Design/methodology/approach - A total of 87 questionnaires were collected from privately owned firms working in Egypt. Regression analysis was used to test the hypotheses. Findings - Strategic planning practice, but not management participation, is significantly associated with strategic planning effectiveness. Further, both strategic planning practice and management participation jointly enhance the effectiveness of strategic planning. Research limitations/implications - Longitudinal data would be needed in order to prove that causal relationships exist. The common method bias restricts the inferences that can be drawn from this study. It would be useful to explore whether the results hold when other integrative variables are taken into consideration. Practical implications - A wide use of strategic planning tools is one important element in organizational success. Originality/value - Little research has so far examined the use and worth of strategic planning tools in organizations. One function of this paper is to re-visit this area of research. It does so in one of the areas that have largely been neglected in past research in Arab countries.

    Original languageEnglish
    Pages (from-to)779-796
    Number of pages18
    JournalManagement Decision
    Volume46
    Issue number5
    DOIs
    Publication statusPublished - 2008

    Keywords

    • Business performance
    • Egypt
    • Employee participation
    • Private sector organizations
    • Strategic planning

    ASJC Scopus subject areas

    • Business, Management and Accounting(all)
    • Management Science and Operations Research

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