Planning may often be referred to as the “primary management function” due to its ability to form the foundations of all managerial tasks (Robbins, DeCenzo, Coulter, Woods, 2013) and as such planning may facilitate a greater level of efficiency within the organisation. Armstrong (1982) argued that rather than using disorganised speculation and conjecture a well-defined formal planning practice facilitates the assembly of information essential to the organisation. In the same way, Ansof (1991) argued that a formal planning practice will result in an organisation performing better financially than those who do not (Miller, C. Chet, Cardinal, Laura. B 1994). Simultaneously through planning an organisations culture and learning capabilities...
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Delmar, Frederic, Shane, Scott. 2003. Does business planning facilitate the development of new ventures. Strategic management journal. J., 24: 1165- 1185
Davidson, William H. 1991. The Role of Global Scanning in Business Planning. Organizational Dynamics. Winter91, Vol. 19 Issue 3, p4-16. 13p. 1
Mankins, Michael C, Steele, Richard. 2006 Stop making plans Start making decisions. Harvard Business Review. Vol 84 Issue 1, 76-84
Miller, C. Chet, C. Cardinal, Laura B. 1994. Strategic planning and firm performance: a synthesis of more than two decades of research. Academy of Management Journal Vol 37. No.6, 1649-1665
Robbins, Stephen, DeCenzo, David, Coulter, Mary, Woods, Megan. 2013. Management the essentials. Pages
Capon, Noel, Farley, John U., Hulbert, James M. 1994. Strategic Planning and Financial Performance: More evidence. Journal of Management studies.
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