ABSTRACT
This book examines planning as the critical influence on performance at work and in organizations. Bridging theory and practice, it unites cutting-edge research findings from cognitive science, social psychology, industrial and organizational psychology, strategic management, and entrepreneurship, and describes the practical applications of these research findings for practitioners interested in improving planning performance in organizations.
TABLE OF CONTENTS
chapter 7|23 pages
Planning high performance
Can Groups and Teams Benefit from Implementation Intentions?
chapter 14|29 pages
Strategic planning and firm performance
Towards a Better Understanding of a Controversial Relationship