Participatory orientation to strategic planning process: Does it pay?

dc.contributor.author	Arasa, R M
dc.contributor.author	Aosa, E O
dc.contributor.author	Machuki, V N
dc.date.accessioned	2013-03-14T09:24:51Z
dc.date.issued	2011-06
dc.identifier.citation	Prime Journal of Business Administration and Management (BAM) Vol. 1(7), pp. 198-204, June 10th, 2011	en
dc.identifier.uri	www.primejournal.org/bam
dc.identifier.uri	http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/13762
dc.description.abstract	It is postulated that a participatory orientation to the strategic planning process could influence the realization of the expected strategic planning outcomes. Past studies investigating the relationship between strategic planning and performance mainly focuses on the direct relationship between these two variables. This study examines the influence of employee participation on the expected relationship between strategic planning and strategic planning outcomes. The study was carried out in Kenya, within the insurance sector. A structured questionnaire was used to gather the required data from 31 firms. Study findings reveal that employee participation does influence the strength of the relationship between strategic planning and strategic planning outcomes and this influence is statistically significant.	en
dc.language.iso	en	en
dc.subject	Strategic planning process	en
dc.subject	Participation	en
dc.subject	Insurance	en
dc.subject	Kenya	en
dc.title	Participatory orientation to strategic planning process: Does it pay?	en
dc.type	Article	en