000 02911nam a22004335i 4500
001 978-3-658-04502-9
003 DE-He213
005 20200420211746.0
007 cr nn 008mamaa
008 131209s2014 gw | s |||| 0|eng d
020 _a9783658045029
_9978-3-658-04502-9
024 7 _a10.1007/978-3-658-04502-9
_2doi
050 4 _aHD28-70
072 7 _aKJC
_2bicssc
072 7 _aBUS041000
_2bisacsh
082 0 4 _a658.4092
_223
100 1 _aEbner, Daniel.
_eauthor.
245 1 0 _aFormal and Informal Strategic Planning
_h[electronic resource] :
_bThe Interdependency between Organization, Performance and Strategic Planning /
_cby Daniel Ebner.
264 1 _aWiesbaden :
_bSpringer Fachmedien Wiesbaden :
_bImprint: Springer Gabler,
_c2014.
300 _aXVII, 110 p. 6 illus.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
490 1 _aBestMasters
520 _aPrevious 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.
650 0 _aBusiness.
650 0 _aLeadership.
650 1 4 _aBusiness and Management.
650 2 4 _aBusiness Strategy/Leadership.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9783658045012
830 0 _aBestMasters
856 4 0 _uhttp://dx.doi.org/10.1007/978-3-658-04502-9
912 _aZDB-2-SBE
942 _cEBK
999 _c50958
_d50958