Using information-processing theory to understand planning/performance relationships in the context of strategy

Patrick R Rogers; Alex Miller; William Q. Judge

doi:10.1002/(SICI)1097-0266(199906)20:6<567::AID-SMJ36>3.0.CO;2-K

Using information-processing theory to understand planning/performance relationships in the context of strategy

Patrick R Rogers
, Alex Miller
, William Q. Judge

Management

Research output: Contribution to journal › Article › peer-review

120 Scopus citations

Abstract

This study reveals the importance of viewing planning processes within the context of strategic orientation. Information-processing theory is used to examine the differences in planning processes given variable strategy content in the banking industry. Findings suggest that banks implementing different strategies require their planning systems to focus on different kinds and amounts of information. Moreover, the relationship between planning and bank performance is clarified when information requirements of a specific strategy are considered. It appears the strategy moderates the relationship between planning and performance. Copyright © 1999 John Wiley & Sons, Ltd.

Original language	English
Pages (from-to)	567-577
Number of pages	11
Journal	Strategic Management Journal
Volume	20
Issue number	6
DOIs	https://doi.org/10.1002/(SICI)1097-0266(199906)20:6<567::AID-SMJ36>3.0.CO;2-K
State	Published - Jan 1 1999

Keywords

Banking
Information processing
Miles and snow
Strategic content
Strategic planning

Access to Document

10.1002/(SICI)1097-0266(199906)20:6<567::AID-SMJ36>3.0.CO;2-K

Cite this

@article{bc1317f2edcf49d7be1086f9179c6a3c,

title = "Using information-processing theory to understand planning/performance relationships in the context of strategy",

abstract = "This study reveals the importance of viewing planning processes within the context of strategic orientation. Information-processing theory is used to examine the differences in planning processes given variable strategy content in the banking industry. Findings suggest that banks implementing different strategies require their planning systems to focus on different kinds and amounts of information. Moreover, the relationship between planning and bank performance is clarified when information requirements of a specific strategy are considered. It appears the strategy moderates the relationship between planning and performance. Copyright {\textcopyright} 1999 John Wiley \& Sons, Ltd.",

keywords = "Banking, Information processing, Miles and snow, Strategic content, Strategic planning",

author = "Rogers, \{Patrick R\} and Alex Miller and Judge, \{William Q.\}",

year = "1999",

month = jan,

day = "1",

doi = "10.1002/(SICI)1097-0266(199906)20:6<567::AID-SMJ36>3.0.CO;2-K",

language = "English",

volume = "20",

pages = "567--577",

journal = "Strategic Management Journal",

issn = "0143-2095",

publisher = "John Wiley and Sons Inc.",

number = "6",

}

TY - JOUR

T1 - Using information-processing theory to understand planning/performance relationships in the context of strategy

AU - Rogers, Patrick R

AU - Miller, Alex

AU - Judge, William Q.

PY - 1999/1/1

Y1 - 1999/1/1

N2 - This study reveals the importance of viewing planning processes within the context of strategic orientation. Information-processing theory is used to examine the differences in planning processes given variable strategy content in the banking industry. Findings suggest that banks implementing different strategies require their planning systems to focus on different kinds and amounts of information. Moreover, the relationship between planning and bank performance is clarified when information requirements of a specific strategy are considered. It appears the strategy moderates the relationship between planning and performance. Copyright © 1999 John Wiley & Sons, Ltd.

AB - This study reveals the importance of viewing planning processes within the context of strategic orientation. Information-processing theory is used to examine the differences in planning processes given variable strategy content in the banking industry. Findings suggest that banks implementing different strategies require their planning systems to focus on different kinds and amounts of information. Moreover, the relationship between planning and bank performance is clarified when information requirements of a specific strategy are considered. It appears the strategy moderates the relationship between planning and performance. Copyright © 1999 John Wiley & Sons, Ltd.

KW - Banking

KW - Information processing

KW - Miles and snow

KW - Strategic content

KW - Strategic planning

UR - https://www.scopus.com/inward/record.uri?partnerID=HzOxMe3b&scp=0001212016&origin=inward

UR - https://www.scopus.com/inward/citedby.uri?partnerID=HzOxMe3b&scp=0001212016&origin=inward

U2 - 10.1002/(SICI)1097-0266(199906)20:6<567::AID-SMJ36>3.0.CO;2-K

DO - 10.1002/(SICI)1097-0266(199906)20:6<567::AID-SMJ36>3.0.CO;2-K

M3 - Article

SN - 0143-2095

VL - 20

SP - 567

EP - 577

JO - Strategic Management Journal

JF - Strategic Management Journal

IS - 6

ER -

Using information-processing theory to understand planning/performance relationships in the context of strategy

Abstract

Keywords

Access to Document

Other files and links

Fingerprint

Cite this