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 |