ABSTRACT
In organizations, and in life outside work, planning is commonly held to be critical to performance. For example, team performance has been found to depend, in part, on planning (Weldon, Jehn, & Pradhan, 1991). Firms plan their investments and the work flowing from these investments in research and development, personnel, and supply chains (Cascio & Aguinis, 2005; Ettlie, 2008). Leaders plan how they will respond to crises (Mumford, Friedrich, Caughron, & Byrne, 2007). Professionals plan how they will conduct their work (Hershey, Walsh, Read, & Chulef, 1990; Xiao, Milgram, & Doyle, 1997). Although other examples of this sort might be provided, the foregoing seem sufficient to make our basic point. Planning is a powerful force shaping performance in organizations.
