Robert J. Litschert

Some Characteristics of Long-Range Planning: An Industry Study

This article elaborates on a number of long-range planning aspects previously implied in the authors September 1967 Journal article.

INTERNAL CONSISTENCY BETWEEN STRATEGY AND STRUCTURE: PERFORMANCE IMPLICATIONS IN THE LODGING INDUSTRY

This study addresses the contingent nature of strategy by examining the Miles and Snow (1978) internal consistency assumptions in a single industry setting. These authors specify a strategy/structure profile for the prospector and defender types and indicate that deviation from the ideal strategic profile will have negative effects on performance. In order to test the relationship between internal consistency and performance, it was proposed that strategic types may differ in their performance tendencies. Principle component analysis was used to identify the degree of importance of strategic characteristics and methods. Cluster analysis yielded five strategic groups. Results suggest that a range of structural arrangements exist among firms exhibiting each strategic type. Within strategic types, firms that achieve internal consistency exhibited higher mean performance scores than those that did not, but the differences were not significant. Therefore, the study revealed only marginal evidence that internal consistency as described by Miles and Snow contributes to higher performance regardless of the “appropriateness” of the performance measure.

The Structure of Long-Range Planning Groups

A survey of 28 companies in 4 industrial settings suggests that, while remaining relatively small and at the upper levels of the organizational hierarchy, long-range planning groups have undergone ...

Strategic power relationships in contemporary profit and nonprofit hospitals.

A comparative analysis of the intraorganizational power distributions of strategic decision makers in profit and nonprofit institutions was conducted to assess the effect of the institutions economic orientation. Hypotheses are tested, and the usefulness of an organizations economic orientation as a major strategic contingency variable is discussed.

Corporate long-range planning groups—Some different approaches

Abstract This paper investigates several atypical roles of formal long-range planning groups and some reasons for their appearance. The study is based on three separate surveys covering 115 companies in eight industries located in both England and the United States. The authors first identify functions based on their own research and the literature which appear to make up a typical planning group role. Twenty-four of the 115 planning groups surveyed very considerable as well as sytematically from the norm. They are classified into three major categories described as (1) capital budgeting groups, (2) project development groups, and (3) think tank groups.

Some Characteristics of Organization For Long-Range Planning

In light of the growing use of formal organizational arrangements for long-range planning, this study examines the structure, functions, and personnel requirements of a number of these organization...

Staffing long range planning groups

Abstract Drs. Litschert and Nicholson are Associate Professor of Business Administration and Assistant Professor of Management, respectively, at Virginia Polytechnic Institute and State University, Blacksburg, Virginia. This paper investigates the characteristics of long-range planning group personnel in four industries: electronics, chemical, oil refining, and heat and power utilities. The authors conclude that with the exception of the planning director and perhaps an economist, long-range planning groups are not staffed by career planners. Contrary to a wide-spread belief that planning groups are composed mainly of specialists, the authors find that line managers are often rotated through the planning group as part of their training and professional development.