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The Role of Strategy Implementation in the Relationship Between Strategic Planning Systems and Performance

Juliana Mulaa Namada

Source Title: International Journal of Business Strategy and Automation (IJBSA)1(1)

ISSN: 2644-2094|EISSN: 2644-2108|EISBN13: 9781799803539|DOI: 10.4018/IJBSA.2020010101

MLA

Namada, Juliana Mulaa. "The Role of Strategy Implementation in the Relationship Between Strategic Planning Systems and Performance." IJBSA vol.1, no.1 2020: pp.1-23. http://doi.org/10.4018/IJBSA.2020010101

APA

Namada, J. M. (2020). The Role of Strategy Implementation in the Relationship Between Strategic Planning Systems and Performance. International Journal of Business Strategy and Automation (IJBSA), 1(1), 1-23. http://doi.org/10.4018/IJBSA.2020010101

Chicago

Namada, Juliana Mulaa. "The Role of Strategy Implementation in the Relationship Between Strategic Planning Systems and Performance," International Journal of Business Strategy and Automation (IJBSA) 1, no.1: 1-23. http://doi.org/10.4018/IJBSA.2020010101

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Abstract

While substantial research has been done on strategic planning and performance, there is little research on the moderating role of strategy implementation. This study attempts to bridge this gap. The study adopted a descriptive cross-sectional survey with the firm as the unit of analysis. The findings indicate that strategy implementation moderates the relationship between strategic planning systems and market performance as well as internal business process performance but not on return on investment performance. In conclusion, the configuration of planning systems with its theoretical underpinning as resource bundles explain performance variations among firms. The study's implication for practice is that strategic planning systems should be emphasized by business firms as a configuration and not by its domains.