Abstract
A major research stream examines corporate planning in its context by drawing on the contingency approach, which forms a major theoretical basis for the fields of strategic management and management control. This research paper provides a comprehensive review of this research stream and identifies important contingency factors, recurring results, and commonalities with the theoretical basis of the contingency approach. It reviews 195 studies that investigate the context factors of corporate planning at the organizational level of analysis and were published in ranked academic journals since 1967. This review contributes three findings to a contingency theory of corporate planning. First, this research stream is highly fragmented, replication of findings is scarce, and the cumulative growth of knowledge is restricted. My review shows that 866 different causal models link 30 context factors and 54 design aspects of the corporate planning system, and yet 498 of these causal models are only addressed in one single study. Second, the majority of contingency studies employ the selection fit approach and cross-sectional data. The more rigorous tests of contingency hypotheses, interaction fit and system fit approaches based on longitudinal data, are relatively scarce. Third, this review highlights consistent results across divergent research settings and designs. Thus, it identifies four important context factors of a corporate planning system: (a) management and planning philosophy, (b) organizational size, (c) environmental uncertainty, and (d) task interdependence. This comprehensive set of context factors facilitates the development of a more pronounced contingency theory of corporate planning.
Similar content being viewed by others
Notes
Throughout the research paper the terms planning and corporate planning are used synonymously.
The distinction between systems and processes is important. Systems are complex units compounded from many diverse parts that are subject to a common purpose, whereas processes are facilitated by systems. That is, systems are the means by which processes occur (Anthony 1965).
In addition, Miller et al. (1988) state: “Although the term ‘context’ is broad and ambiguous, we define it as the challenges and resources, economic as well as human, that surround an organization. Context usually represents a broad field of constraints, opportunities, and possibilities.”
I am indebted to an anonymous reviewer, who highlighted the importance of this topic in association with a contingency theory of corporate planning.
In management accounting research the distinction between decision-influencing and the decision-facilitating accounting information is also discussed (see Luft and Shields 2003). Decision-influencing information is employed for organizational control purposes, whereas decision-facilitating information is employed for organizational coordination (Nicolaou 2000). Thus, the latter type of accounting information is a basis of corporate planning in general as well as budgets in particular as defined in this paper. I would like to thank an anonymous reviewer for drawing my attention to this interesting topic in the management accounting literature.
Grabner and Moers (2013) provide a distinction between management control as a system and as a package. In their definition the concept “system” is narrowly defined as a set of management control practices that is conscious decided upon in a design process upon by taking interdependencies between these practices into account. In contrast, management control as a package “represent the complete set of control practices in place” (Grabner and Moers 2013, p. 408). The system concept of the contingency approach is broader in its basic definition because systems are complex units compounded from many diverse parts that are subject to a common purpose (Anthony 1965).
CP systems are thus defined as a complex unit in organizations compounded from many diverse parts subject to the common purpose of being concerned with decisions in organizations, alignment with the future, and changes in the behaviour of an organization’s members.
The review protocol and results of the structured, computerized search are available from the author upon request.
The 31 journals, in alphabetical order, are Academy of Management Journal; Academy of Management Perspectives/Academy of Management Executive; Academy of Management Review; Accounting, Organizations, and Society; Administrative Science Quarterly; Betriebswirtschaftliche Forschung und Praxis; California Management Review; Contemporary Accounting Research; Decision Sciences; Die Betriebswirtschaft; Die Unternehmung—Swiss Journal of Business Research and Practice; European Accounting Review; Harvard Business Review; Journal für Betriebswirtschaft; Journal of Accounting and Economics; Journal of Accounting Research; Journal of International Business Studies; Journal of Management; Journal of Management Accounting Research; Journal of Management Studies; Long Range Planning; Management Accounting Research; Management Science; Organization Science; Review of Accounting Studies; Schmalenbach Business Review; Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung; Strategic Management Journal; The Accounting Review; Zeitschrift für Betriebswirtschaft; and Zeitschrift für Planung und Unternehmenssteuerung.
The JOURQUAL2-Ranking is prepared and published by the German Academic Association of Business Research and covers–unlike international rankings–all leading German-language business administration-related periodicals and all leading international journals in one comprehensive ranking (Schrader and Hennig-Thurau 2009). The JOURQUAL2 shows statistically significant, positive, and moderately high correlations with other international journal rankings, such as the 2008 ISI Journal Citation Impact Factors (r \(=\) .57, \(p < .01\)), the British Association of Business Schools Academic Journal Quality Guide from 2009 (r \(=\) .64, \(p < .01\)), the French Centre National de la Recherche Scientifique ranking from 2008 (r \(=\) .70, \(p < .01\)), and the Dutch Erasmus Research Institute of Management Journals Listing from 2006 (r \(=\) .56, \(p < .01\)).
Because German-language journals are not entered systematically into literature databases, publication analysis in German-speaking countries involves scanning all selected periodicals and recording relevant articles by hand (Schäffer and Binder 2008).
Upon revision I included the study of Song et al. (2015) in my sample of studies. This article in press had been made available online at the Strategic Management Journal after I had finished my initial literature search. I am grateful to an anonymous reviewer, who recommended this study to me.
A table of all 195 studies with key characteristics of each study as well as a reference list of the 193 articles is available from the author upon request.
This finding is also evident in the management control literature on the diagnostic or interactive use of budgets. I was unable to identify studies, which fully comply with the inclusion criteria of this review. These studies focus either on the individual level of analysis (e.g., Chong and Mahama 2014), do not include any context factors (e.g., Grafton et al. 2010; Koufteros et al. 2014; Sponem and Lambert 2016) or are case studies of a single organization (e.g., Kober et al. 2007; Mundy 2010).
The literature review of Otley (2016) provides an up to date examination of the state of art of contingency thinking in management accounting and control. The conclusions drawn there and in this review of a contingency theory of corporate planning correspond at many levels. I’d like to thank an anonymous reviewer, who highlighted this current article in press to me.
Luft and Shields (2003) provide an extensive discussion of the different causal-model forms and shapes of the explanatory link.
The coding manual including working definitions for all constructs and example definitions from sample studies is available from the author upon request.
Derfuss (2009, 2015, 2016) has conducted three meta-analyses regarding (a) individual consequent variables, (b) context factors, and (c) the relationship with performance of participative budgeting. His results mirror the spurious and conflicting findings of the contingency studies regarding the involvement of low, middle, and top management in the planning process in my review.
I would like to thank an anonymous reviewer for highlighting the limitation of endogeneity as well as providing ideas to address this limitation.
Also it does not comply with the inclusion criteria of this review, the article of Chenhall and Langfield-Smith (1998) provides another outstanding example of a system fit study. In this study the system fit of an organization’s strategy, six different management techniques (encompassing also strategic planning techniques) and six different management accounting practices are examined with a cluster analysis. Organizational performance is compared across the resulting six clusters to examine system fit.
I would like to thank an anonymous reviewer for these suggestions.
Whereas the early contingency approach highlights the balance and selection of competing roles, uses or approaches, the paradox literature examines conditions in which these roles, uses or approaches can be attended to simultaneously (Gibson and Birkinshaw 2004; Smith and Lewis 2011). Thus, research examining planning or management control systems through a paradox lens may also enrich a contingency theory of corporate planning.
References
Abernethy MA, Brownell P (1999) The role of budgets in organizations facing strategic change: an exploratory study. Account Org Soc 24:189–204
Al-Bazzaz S, Grinyer PM (1980) How planning works in practice—a survey of 48 U.K. companies. Long Range Plan 13:30–42. doi:10.1016/0024-6301(80)90076-X
Al-Bazzaz S, Grinyer PM (1981) Corporate planning in the U.K.: the state of the art in the 70s. Strateg Manag J 2:155–168
Andersen TJ (2004) Integrating decentralized strategy making and strategic planning processes in dynamic environments. J Manag Stud 41:1271–1299
Andersen TJ, Nielsen BB (2009) Adaptive strategy making: the effects of emergent and intended strategy modes. Eur Manag Rev 6:94–106. doi:10.1057/emr.2009.7
Anthony RN (1965) Planning and control systems–a framework for analysis. Harvard University, Boston, Graduate School of Business Administration
Anthony RN, Govindarajan V (2007) Management control systems, 12th edn. Mcgraw-Hill, New York
Armstrong JS (1991) Strategic planning improves manufacturing performance. Long Range Plan 24:127–129. doi:10.1016/0024-6301(91)90013-E
Atuahene-Gima K, Li H (2004) Strategic decision comprehensiveness and new product development outcomes in new technology ventures. Acad Manag J 47:583–597
Bantel KA (1993) Top team, environment, and performance effects on strategic planning formality. Group Organ Manag 18:436–458. doi:10.1177/1059601193184004
Berry M (1998) Strategic planning in small high tech companies. Long Range Plan 31:455–466
Bhatty EP (1981) Corporate planning in medium-sized companies in the U.K. Long Range Plan 14:60–72
Bhimani A, Langfield-Smith K (2007) Structure, formality and the importance of financial and non-financial information in strategy development and implementation. Manag Account Res 18:3–31
Birnberg JG, Luft J, Shields MD (2007) Psychology theory in management accounting research. In: Chapman CS, Hopwood A, Shields MD (eds) Handbook of management accounting research, vol 1. Elsevier, Oxford, pp 113–136
Bisbe J, Batista-Foguet J-M, Chenhall R (2007) Defining management accounting constructs: a methodological note on the risks of conceptual misspecification. Account Org Soc 32:789–820. doi:10.1016/j.aos.2006.09.010
Boal KB, Bryson JM (1987) Representation, testing and policy implications of planning processes. Strateg Manag J 8:211–231
Bonn I, Christodoulou C (1996) From strategic planning to strategic management. Long Range Plan 29:543–551
Boyd BK (1991) Strategic planning and financial performance: a meta-analytic review. J Manag Stud 28:353–374. doi:10.1111/j.1467-6486.1991.tb00286.x
Boyd BK, Reuning-Elliott E (1998) A measurement model of strategic planning. Strateg Manag J 19:181
Bracker JS, Keats BW, Pearson JN (1988) Planning and financial performance among small firms in a growth industry. Strateg Manag J 9:591–603
Brews PJ, Hunt MR (1999) Learning to plan and planning to learn: resolving the planning school/learning school debate. Strateg Manag J 20:889–913
Brews PJ, Purohit D (2007) Strategic planning in unstable environments. Long Range Plan 40:64–83
Brinckmann J, Grichnik D, Kapsa D (2010) Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning-performance relationship in small firms. J Bus Ventur 25:24–40. doi:10.1016/j.jbusvent.2008.10.007
Brock DM (1995) Towards a contingency theory of planning. J Manag Organ 1:17–25. doi:10.5172/jmo.1995.1.1.17
Brown JK, Sands SS, Thompson GC (1969) Long range planning in the U.S.A.–N.I.C.B. Survey. Long Range Plan 1:44–51
Burns T, Stalker GM (1961) The management of innovation. Tavistock, London
Cadez S, Guilding C (2008) An exploratory investigation of an integrated contingency model of strategic management accounting. Account Org Soc 33:836–863
Capon N, Christodoulou C, Farley JU, Hulbert J (1984) A comparison of corporate planning practice in American and Australian manufacturing companies. J Int Bus Stud 15:41–54
Capon N, Farley JU, Hulbert JM (1994) Strategic planning and financial performance: more evidence. J Manag Stud 31:105–110
Carpenter MA, Geletkanycz MA, Sanders WG (2004) Upper echelons research revisited: antecedents, elements, and consequences of top management team composition. J Manag 30:749–778. doi:10.1016/j.jm.2004.06.001
Chakravarthy BS (1987) On tailoring a strategic planning system to its context: some empirical evidence. Strateg Manag J 8:517–534
Chapman CS (1997) Reflections on a contingent view of accounting. Account Org Soc 22:189–205
Chenhall RH (2003) Management control systems design within its organizational context: findings from contingency-based research and directions for the future. Account Org Soc 28:127–168
Chenhall RH (2006) Theorizing contingencies in management control systems research. In: Chapman CS, Hopwood A, Shields MD (eds) Handbook of management accounting research, vol 1. Elsevier, Amsterdam, pp 163–205. doi:10.1016/S1751-3243(06)01006-6
Chenhall RH, Langfield-Smith K (1998) The relationship between strategic priorities, management techniques and management accounting: an empirical investigation using a systems approach. Account Org Soc 23:243–264
Chong KM, Mahama H (2014) The impact of interactive and diagnostic uses of budgetson team effectiveness. Manag Account Rev 25:206–222. doi:10.1016/j.mar.2013.10.008
Combs JG, Crook TR, Shook CL (2005) The dimensionality of organizational performance and its implications for strategic management research. In: Ketchen DJ (ed) Research methodology in strategy and management, vol 2. Elsevier, Amsterdam, pp 259–286
Covaleski MA, Evans JH III, Luft JL, Shields MD (2003) Budgeting research: three theoretical perspectives and criteria for selective integration. J Manag Account Res 15:3–49
Covin JG, Green KM, Slevin DP (2006) Strategic process effects on the entrepreneurial orientation-sales growth rate relationship. Entrep Theory Pract 30:57–81. doi:10.1111/j.1540-6520.2006.00110.x
Covin JG, Slevin DP (1998) Adherence to plans, risk taking, and environment as predictors of firm growth. J High Technol Manag Res 9:207–237
Daft RL, Macintosh NB (1984) The nature and use of formal control systems for management control and strategy implementation. J Manag 10:43–66. doi:10.1177/014920638401000105
Dalton DR, Dalton CM (2008) Meta-analyses: some very good steps toward a bit longer. J Organ Res Met 11:127–147
Davila A, Foster G (2005) Management accounting systems adoption decisions: evidence and performance implications from early-stage/startup companies. Account Rev 80:1039–1068. doi:10.2308/accr.2005.80.4.1039
Davila A, Foster G (2007) Management control systems in early-stage startup companies. Account Rev 82:907–937. doi:10.2308/accr.2007.82.4.907
de Smit J, Rade NL (1980) Rational and non-rational planning. Long Range Plan 13:87–101. doi:10.1016/0024-6301(80)90036-9
Denning BW, Lehr ME (1971) The extent and nature of corporate long-range planning in the United Kingdom I. J Manag Stud 8:145–161
Denning BW, Lehr ME (1972) The extent and nature of corporate long-range planning in the United Kingdom II. J Manag Stud 9:1–18
Dent JF (1990) Strategy, organization and control: some possibilities for accounting research. Account Org Soc 15:3–25. doi:10.1016/0361-3682(90)90010-R
Derfuss K (2009) The relationship of budgetary participation and reliance on accounting performance measures with individual-level consequent variables: a meta-analysis. Eur Account Rev 18:203–239
Derfuss K (2015) Relating context variables to participative budgeting and evaluative use of performance measures: a meta-analysis. ABACUS 51:238–278. doi:10.1111/abac.12046
Derfuss K (2016) Reconsidering the participative budgeting-performance relation: a meta-analysis regarding the impact of level of analysis, sample selection, measurement, and industry influences. Br Account Rev 48:17–37
Dess GG, Beard DW (1984) Dimensions of organizational task environments. Adm Sci Q 29:52–73
Devinney TM, Yip GS, Johnson G (2010) Using frontier analysis to evaluate company performance. BJoM 21:921–938. doi:10.1111/j.1467-8551.2009.00650.x
Dincer O, Tatoglu E, Glaister KW (2006) The strategic planning process: evidence from Turkish firms. Manag Res News 29:206–219. doi:10.1108/1409170610665068
Donaldson L (1987) Strategy and structural adjustments to regain fit and performance in defence of contingency theory. J Manag Stud 24:1–24
Donaldson L (2001) The contingency theory of organizations. Sage Publications, Thousand Oaks
Drazin R, van de Ven AH (1985) Alternative forms of fit in contingency theory. Adm Sci Q 30:514–539
Duncan RB (1972) Characteristics of organizational environments and perceived environmental uncertainty. Adm Sci Q 17:313–327
Dyson RG, Foster MJ (1982) The relationship of participation and effectiveness in strategic planning. Strateg Manag J 3:77–88
Efendioglu AM, Karabulut AT (2010) Impact of strategic planning on financial performance of companies in Turkey. Int J Bus Manag 5:3–12
Eisenhardt KM, Zbaracki MJ (1992) Strategic decision making. Strateg Manag J 13:17–37
Elbanna S (2006) Strategic decision-making: process perspectives International. J Manag Rev 8:1–20. doi:10.1111/j.1468-2370.2006.00118.x
Ennen E, Richter A (2010) The whole is more than the sum of its parts or is it? A review of the empirical literature on complementarities in organizations. J Manag 36:207–233. doi:10.1177/0149206309350083
Eppink DJ, Keuning D, de Jong K (1976) Corporate planning in the Netherlands. Long Range Plan 9:30–41
Ezzamel M (1990) The impact of environmental uncertainty, managerial autonomy and size on budget characteristics. Manag Account Res 1:181–197
Feldbauer-Durstmüller B, Duller C, Mayr S, Neubauer H, Ulrich P (2012) Controlling in mittelständischen Familienunternehmen–ein Vergleich von Deutschland und Österreich. Z Control Manag 56:408–413. doi:10.1365/s12176-012-0666-1
Fisher JG (1998) Contingency theory, management control systems and firm outcomes: past results and future directions. Behav Res Account 10:47–64
Fraser R, Hope J (2001) Beyond budgeting control 13:437–442
Fredrickson JW (1984) The comprehensiveness of strategic decision processes: extension, observations, future directions. Acad Manag J 27:445–466
Fredrickson JW, Iaquinto AL (1989) Inertia and creeping rationality in strategic decision processes. Acad Manag J 32:516–542
Fredrickson JW, Mitchell TR (1984) Strategic decision processes: comprehensiveness and performance in an industry with an unstable environment. Acad Manag J 27:399–423
Gerdin J, Greve J (2004) Forms of contingency fit in management accounting research–a critical review. Account Org Soc 29:303–326
Geyskens I, Krishnan R, Steenkamp J-BEM, Cunha PV (2009) A review and evaluation of meta-analysis practices in management research. J Manag 35:393–419
Ghobadian A, O’Regan N, Thomas H, Liu J (2008) Formal strategic planning, operating environment, size, sector and performance: evidence from the UK’s manufacturing SMEs. J Gen Manag 34:1–19
Gibson B, Cassar G (2002) Planning behavior variables in small firms. J Small Bus Manag 40:171–186
Gibson B, Cassar G (2005) Longitudinal analysis of relationships between planning and performance in small firms. Small Bus Econ 25:207–222. doi:10.1007/s11187-003-6458-4
Gibson CB, Birkinshaw J (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Acad Manag J 47:209–226. doi:10.2307/20159573
Ginsberg A, Venkatraman N (1985) Contingency perspectives of organizational strategy: a critical review of the empirical research. Acad Manag Rev 10:421–434
Glaister KW, Falshaw JR (1999) Strategic planning: still going strong? Long Range Plan 32:107–116
Grabner I, Moers F (2013) Management control as a system or a package? Conceptual and empirical issues. Account Org Soc 38:407–419. doi:10.1016/j.aos.2013.09.002
Grafton J, Lillis AM, Widener SK (2010) The role of performance measurement and evaluation in building organizational capabilities and performance. Account Org Soc 35:689–706. doi:10.1016/j.aos.2010.07.004
Grant RM (2003) Strategic planning in a turbulent environment: evidence from the oil majors. Strateg Manag J 24:491–517
Greenley GE, Bayus BL (1994) Marketing planning processes in UK and US companies. J Strateg Mark 2:140–154. doi:10.1080/09652549400000007
Grinyer P, Al-Bazzaz S, Yasai-Ardekani M (1986) Towards a contingency theory of corporate planning: findings in 48 U.K. companies. Strateg Manag J 7:3–28
Grover V, Segars AH (2005) An empirical evaluation of stages of strategic information systems planning: patterns of process design and effectiveness. Inf Manag 42:761–779. doi:10.1016/j.im.2004.08.002
Gupta AK (1987) SBU strategies, corporate-SBU relations, and SBU effectiveness in strategy implementation. Acad Manag J 30:477–500. doi:10.2307/256010
Hadaschik M (1982) Einflussfaktoren, Organisation und Alternativen formaler Unternehmensplanung. Die Unternehm 36:149–166
Hamann PM, Schiemann F, Bellora L, Guenther TW (2013) Exploring the dimensions of organizational performance: a construct validity study. Organ Res Met 16:67–87. doi:10.1177/1094428112470007
Hambrick DC, Lei D (1985) Toward an empirical prioritization of contingency variables for business strategy. Acad Manag J 28:763–788
Hambrick DC, Mason PA (1984) Upper echelons: the organization as a reflection of its top managers. Acad Manag Rev 9:193–206. doi:10.2307/258434
Hammer R (1980) Stand und Perspektiven der Unternehmensplanung in Klein- und Mittelbetrieben. J Betr 30:175–183
Hansen SC, Otley DT, Van der Stede WA (2003) Practice developments in budgeting: an overview and research perspective. J Manag Account Res 15:95–116
Harris LC, Ogbonna E (2006) Initiating strategic planning. J Bus Res 59:100–111
Harrison FL (1976) How corporate planning responds to uncertainty. Long Range Plan 9:88–93
Hart SL (1992) An integrative framework for strategy making processes. Acad Manag Rev 17:327–351
Hart SL, Banbury C (1994) How strategy-making processes can make a difference. Strateg Manag J 15:251–269
Hayes DC (1978) The contingency theory of managerial accounting. Account Rev 52:22–39
Hedges LV, Olkin I (1980) Vote-counting methods in research synthesis. Psychol Bull 88:359–369. doi:10.1037/0033-2909.88.2.359
Hendrick R (2003) Strategic planning environment, process, and performance in public agencies: a comparative study of departments in Milwaukee. J Publ Adm Res Theory 13:491–519
Henri J-F (2006) Management control systems and strategy: a resource-based perspective. Account Org Soc 31:529–558
Herold DM (1972) Long-range planning and organizational performance: a cross-valuation study. Acad Manag J 15:91–102
Higgins JP, Green S (2011) Cochrane handbook for systematic reviews of interventions. The Cochrane Collaboration. http://www.cochrane-handbook.org/. Accessed 19 Aug 2013
Hofer CW (1975) Toward a contingency theory of business strategy. Acad Manag J 18:784–810
Hofer CW (1976) Research on strategic planning: a survey of past studies and suggestions for future efforts. J Econ Bus 28:261–286
Hoffman RC (2007) The strategic planning process and performance relationship: does culture matter? J Bus Strateg 24:27–48
Hofstede G (2001) Culture’s consequences, 2nd edn. Sage Publications, Thousand Oaks
Homburg C, Artz M, Wieseke J, Schenkel B (2008) Gestaltung und Erfolgsauswirkungen der Absatzplanung: Eine branchenübergreifende empirische Analyse. Z Betr Forsch 60:634–670
Hopkins WE, Hopkins SA (1997) Strategic planning-financial performance relationships in banks: a causal examination. Strateg Manag J 18:635–652
Horváth P, Dambrowski J, Jung H, Posselt S (1985) Die Budgetierung im Planungs- und Kontrollsystem der Unternehmung - Erste Ergebnisse einer empirischen Untersuchung. Die Betr 45:138–156
Huff AS, Reger RK (1987) A review of strategic process research. J Manag 13:211–236. doi:10.1177/014920638701300203
Hunter JE, Schmidt FL (2004) Methods of meta-analysis, 2nd edn. Sage, Thousand Oaks
Hutzschenreuter T, Kleindienst I (2006) Strategy-process research: what have we learned and what is still to be explored. J Manag 32:673–720. doi:10.1177/0149206306291485
Jarvis CB, Mackenzie SB, Podsakoff PM, Mick DG, Bearden WO (2003) A critical review of construct indicators and measurement model misspecification in marketing and consumer research. J Consum Res 30:199–218
Javidan M (1984) The impact of environmental uncertainty on long-range planning practices of the U.S. savings and loan industry. Strateg Manag J 5:381–392
Jenner T (2001) Zum Einfluss der Gestaltung von Planungsprozessen auf den Erfolg strategischer Geschäftsfelder. Z Betr Forsch 53:107–125
Kaissi AA, Begun JW (2008) Strategic planning processes and hospital financial performance. J Healthc Manag 53:197–209
Kallman EA, Shapiro HJ (1978) The motor freight industry–a case against planning. Long Range Plan 11:81–86
Kober R, Ng J, Paul BJ (2007) The interrelationship between management control mechanisms and strategy. Manag Account Res 18:425–452
Kono T (1976) Long range planning–Japan–USA–a comparative study. Long Range Plan 9:61–71
Kono T (1984) Long range planning of U.K. and Japanese corporations–comparative. Study Long Range Plan 17:58–76
Koufteros X, Verghese A, Lucianetti L (2014) The effect of performance measurement systems on firm performance: a cross-sectional and a longitudinal study. J Oper Manag 32:313–336. doi:10.1016/j.jom.2014.06.003
Kraus S, Harms R, Schwarz E (2008) Strategic business planning and success in small firms. Int J Entrep Innov Manag 8:381–396. doi:10.1504/IJEIM.2008.022311
Kreikebaum H (1992) Die Einführung strategischer Planungssysteme in der Praxis. Z Betr 62:671–683
Krippendorff K (2004) Content analysis: an introduction to its methodology, 2nd edn. Sage, Thousand Oaks
Kudla RJ (1976) Elements of effective corporate planning. Long Range Plan 9:82–93
Kukalis S (1989) The relationship among firm characteristics and design of strategic planning systems in large organizations. J Manag 15:565–579
Kukalis S (1991) Determinants of strategic planning systems in large organizations: a contingency approach. J Manag Stud 28:143–160
Küpper H-U, Winckler B, Zhang S (1990) Planungsverfahren und Planungsinformationen als Instrumente des Controlling. Die Betr 50:435–458
Kürschner S, Günther T (2012) Design parameters of the strategic planning process and organizational performance–a quantitative analysis of empirical research. J Betr 62:5–44. doi:10.1007/s11301-012-0081-x
Langfield-Smith K (1997) Management control systems and strategy: a critical review. Account Org Soc 22:207–232. doi:10.1016/S0361-3682(95)00040-2
Lawrence PR, Lorsch JW (1967) Organization and environment: managing differentiation and integration. Harvard University, Graduate School of Business Administration, Division of Research, Boston
Lei D, Capon N, Hulbert JM, Farley JU (1994) Corporate diversification, strategic planning and performance in large multiproduct firms. J Strateg Mark 2:85–111
Leontiades M (1982) The confusing words of business policy. Acad Manag Rev 7:45–48
Libby T, Lindsay RM (2010) Beyond budgeting or budgeting reconsidered? A survey of North-American budgeting practice. Manag Account Res 21:56–75. doi:10.1016/j.mar.2009.10.003
Lindsay RM (1995) Reconsidering the status of tests of significance: an alternative criterion of adequacy. Account Org Soc 20:35–53
Lindsay WM, Rue LW (1980) Impact of the organization environment on the long-range planning process: a contingency view. Acad Manag J 23:385–404
Luft J, Shields MD (2003) Mapping management accounting: graphics and guidelines for theory-consistent empirical research. Account Org Soc 28:169–249
Malmi T, Brown DA (2008) Management control systems as a package–opportunities, challenges and research directions Manage. Account Res 19:287–300. doi:10.1016/j.mar.2008.09.003
McKelvey B (1975) Guidance for the empirical classification of organizations. Adm Sci Q 20:509–525
Menon A, Bharadwaj SG, Adidam PT, Edison SW (1999) Antecedents and consequences of marketing strategy making: a model and a test. J Mark 63:18–40
Merchant KA (1981) The design of the corporate budgeting system: influences on managerial behavior and performance. Account Rev 56:813–829
Merchant KA (1984) Influences on departmental budgeting: an empirical examination of a contingency model. Account Org Soc 9:291–307
Miles RE, Snow CC (1978) Organizational strategy, structure, and process. McGraw-Hilll, New York
Miller CC, Cardinal LB (1994) Strategic planning and firm performance: a synthesis of more than two decades of research. Acad Manag J 37:1649–1665. doi:10.2307/256804
Miller D (1987) Strategy making and structure: analysis and implications for performance. Acad Manag J 30:7–32
Miller D, Dröge C, Toulouse J-M (1988) Strategic process and content as mediators between organizational context and structure. Acad Manag J 31:544–569
Miller D, Friesen PH (1983) Strategy-making and environment: the third link. Strateg Manag J 4:221–235
Mintzberg H (1981) What is planning anyway? Strateg Manag J 2:319–324
Mintzberg H (1994) Rethinking strategic planning part II: new roles for planners. Long Range Plan 27:22–30
Mundy J (2010) Creating dynamic tensions through a balanced use of management control systems. Account Org Soc 35:499–523. doi:10.1016/j.aos.2009.10.005
Newbert SL, David RJ, Han S-K (2014) Rarely pure and never simple: assessing cumulative evidence in strategic management. Strateg Organ 12:142–154. doi:10.1177/1476127014529895
Nicolaou AI (2000) A contingency model of perceived effectiveness in accounting information systems: organizational coordination and control effects International. J Account Inf Syst 1:91–105. doi:10.1016/S1467-0895(00)00006-3
Noble CH (1999) The eclectic roots of strategy implementation research. J Bus Res 45:119–134. doi:10.1016/s0148-2963(97)00231-2
O’Regan N, Ghobadian A (2007) Formal strategic planning: annual raindance or wheel of success? Strateg Change 16:11–22. doi:10.1002/jsc.777
Otley DT (1980) The contingency theory of management accounting: achievement and prognosis. Account Org Soc 5:413–428
Otley DT (2016) The contingency theory of management accounting and control: 1980–2014. Manag Account Res 31:45–62. doi:10.1016/j.mar.2016.02.001
Oxley JE, Rivkin JW, Ryall MD, Strategy Research Initiative (2010) The strategy research initiative: recognizing and encouraging high-quality research in strategy. Strateg Organ 8:377–386. doi:10.1177/1476127010387821
Paine FT, Anderson CR (1977) Contingencies affecting strategy formulation and effectiveness: an empirical study. J Manag Stud 14:147–158
Papke-Shields KE, Malhotra MK, Grover V (2002) Strategic manufacturing planning systems and their linkage to planning system success. Decis Sci 33:1–30
Papke-Shields KE, Malhotra MK, Grover V (2006) Evolution in the strategic manufacturing planning process of organizations. J Oper Manag 24:421–439
Parker SC, Witteloostuijn Av (2010) A general framework for estimating multidimensional contingency fit. Organ Sci 21:540–553. doi:10.1287/orsc.1090.0464
Pearce JA II, Robbins DK, Robinson RB Jr (1987) The impact of grand strategy and planning formality on financial performance. Strateg Manag J 8:125–134
Pennings JM (1998) Structural contingency theory. In: Drenth PJD, Thierry H, de Wolff CJ (eds) Organizational psychology, 2nd edn. Psychology Press, Hove, pp 39–60
Piëst B (1994) Planning comprehensiveness and strategy in SME’s. Small Bus Econ 6:387–395
Podsakoff PM, MacKenzie SB, Bachrach DG, Podsakoff NP (2005) The influence of management journals in the 1980s and 1990s. Strateg Manag J 26:473–488
Poensgen OH, Hort H (1981) Die situativen Einflüsse auf die unternehmerische Planung. Z Betr 51:3–32
Popper K (2010) The logic of scientific discovery. Routledge, London
Pulendran S, Speed R, Widing RE II (2003) Marketing planning, market orientation and business performance. Eur J Mark 37:476–497. doi:10.1108/03090560310459050
Rajagopalan N, Rasheed AMA, Datta DK (1993) Strategic decision processes: critical review and future directions. J Manag 19:349–384
Ramanujam V, Venkatraman N (1987) Planning system characteristics and planning effectiveness. Strateg Manag J 8:453–468
Ramanujam V, Venkatraman N, Camillus JC (1986) Multi-objective assessment of effectiveness of strategic planning: a discriminant analysis approach. Acad Manag J 29:347–372
Rauch A, Frese M (1998) A contingency approach to small scale business success: a longitudinal study on the effects of environmental hostility and uncertainty on the relationship of planning and success In: Frontiers of entrepreneurship research, Babson College Entrepreneurship Research Conference, Babson College, Babson Park
Rauch A, Frese M, Sonnentag S (2000) Cultural differences in planning/success relationships: a comparison of small enterprises in Ireland, West Germany, and East Germany. J Small Bus Manag 38:28–41
Reid DM (1989) Operationalizing strategic planning. Strateg Manag J 10:553–567
Rhyne LC (1985) The relationship of information usage characteristics to planning system sophistication: an empirical examination. Strateg Manag J 6:319–337
Rigby D (2001) Management tools and techniques: a survey. Calif Manag Rev 43:139–160
Ringbakk KA (1972) The corporate planning life cycle–an international point of view. Long Range Plan 5:10–21
Rogers PR, Miller A, Judge WQ (1999) Using information-processing theory to understand planning/performance relationships in the context of strategy. Strateg Manag J 20:567–577
Schäffer U, Binder C (2008) “Controlling” as an academic discipline: the development of management accounting and management control research in German-speaking countries between 1970 and 2003. Account Hist 13:33–74. doi:10.1177/103237320708392613
Schäffer U, Willauer B (2002) Kontrolle, Effektivität der Planung und Erfolg von Geschäftseinheiten-Ergebnisse einer empirischen Erhebung. Z Plan 13:73–97
Scholz C (1984) Planning procedures in German companies—findings and consequences. Long Range Plan 17:94–103
Schrader U, Hennig-Thurau T (2009) VHB-JOURQUAL2: method, results, and implications of the German Academic Association for Business Research’s. J Rank Bus Res 2:180–204
Schwenk CB, Shrader CB (1993) Effects of formal strategic planning on financial performance in small firms: a meta-analysis. Entrep Theory Pract 17:53–64
Sharma DS (2002) The differential effect of environmental dimensionality, size and structure on budget system characteristics in hotels. Manag Account Res 13:101–130
Short JC, Payne GT, Ketchen JDJ (2008) Research on organizational configurations: past accomplishments and future challenges. J Manag 34:1053–1079
Simons R (1995) The levers of control: how managers use innovative control systems to drive strategic renewal. Harvard Business Press, Boston
Singh K, Ang SH, Leong SM (2003) Increasing replication for knowledge accumulation in strategy research. J Manag 29:533–549
Slevin DP, Covin JG (1997) Strategy formation patterns, performance, and the significance of context. J Manag 23:189–209
Smith WK, Lewis MW (2011) Toward a theory of paradox: a dynamic equilibrium model of organizing. Acad Manag Rev 36:381–403. doi:10.5465/amr.2009.0223
Song M, Zhao YL, Arend RJ, Im S (2015) Strategic planning as a complex and enabling managerial tool. Strateg Manag J Early View. doi:10.1002/smj.2420
Sponem S, Lambert C (2016) Exploring differences in budget characteristics, roles and satisfaction: a configurational approach. Manag Account Res 30:47–61. doi:10.1016/j.mar.2015.11.003
Taylor B, Irving P (1971) Organized planning in major U.K. companies. Long Range Plan 3:10–26
Tessier S, Otley D (2012) A conceptual development of Simons’ levers of control framework. Manag Account Res 23:171–185. doi:10.1016/j.mar.2012.04.003
Thakur M (1985) Planning for hospitals: no focus, no strategy. Long Range Plan 18:77–83
Thomas AP (1991) Towards a contingency theory of corporate financial reporting systems accounting. Audit Account J 4:40–57. doi:10.1108/EUM0000000001933
Töpfer A (1978) Corporate planning and control in German industry. Long Range Plan 11:59–68
Tranfield D, Denyer D, Smart P (2003) Towards a methodology for developing evidence-informed management knowledge by means of systematic review. BJoM 14:207–222
Veliyath R, Shortell SM (1993) Strategic orientation, strategic planning system characteristics and performance. J Manag Stud 30:359–381
Venkatraman N, Grant JH (1986) Construct measurement in organizational strategy research: a critique and proposal. Acad Manag Rev 11:71–87. doi:10.5465/AMR.1986.4282628
Venkatraman N, Ramanujam V (1987) Planning system sucess: a conceptualization and an operational model. Manag Sci 33:687–705
Wagenhofer A (2006) Management accounting research in German-speaking countries. J Manag Account Res 8:1–19
Wang ETG, Tai JCF (2003) Factors affecting information systems planning effectiveness: organizational contexts and planning systems dimensions. Inf Manag 40:287–303
Wolf C, Floyd SW (2013) Strategic planning research: toward a theory-driven Agenda. J Manag. doi:10.1177/0149206313478185
Woodburn TL (1984) Corporate planning in South African companies. Long Range Plan 17:84–99
Woodward J (1965) Industrial organization: theory and practice. Oxford University Press, London
Wooldridge B, Schmid T, Floyd SW (2008) The middle management perspective on strategy process: contributions, synthesis, and future research. J Manag 34:1190–1221
Wright D (1982) New Zealand–a newcomer to planning. Long Range Plan 15:122–131
Yasai-Ardekani M, Haug RS (1997) Contextual determinants of strategic planning processes. J Manag Stud 34:729–767
Acknowledgements
I would like to thank Lucia Bellora, Joan Luft, Sally Widener, Jatinder N. D. Gupta, Frank Schiemann, Tobias Brux, and the participants of the WHU joint chair meeting, especially Erik Strauss, for their insightful comments on previous versions of this manuscript. I further appreciate the valuable support of Christian Ott, who provided indispensable feedback and assisted in coding the studies of this review. I am also grateful for the support of Johannes Stürmer, who assisted to set my review in contrast to previous reviews. I am indebted to two anonymous reviewers, which provided numerous valuable recommendations.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Hamann, P.M. Towards a contingency theory of corporate planning: a systematic literature review. Manag Rev Q 67, 227–289 (2017). https://doi.org/10.1007/s11301-017-0132-4
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s11301-017-0132-4
Keywords
- Corporate Planning
- Strategic Planning
- Contingency Theory
- Planning System
- Organizational Performance
- Contingency Approach