Universitas Bhayangkara Jakarta Raya

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Kornelius, Hermas and Bernarto, Innocentius and Widjaja, Anton Wachidin and Agus, Agus and Purwanto, Purwanto Competitive Strategic Maneuverability: The Missing Link Between Strategic Planning and Firm’s Performance. International Journal of Advanced Science and Technology.

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Abstract

The strategic planning process consists of setting company objectives, scanning theexternal environmental conditions, organizing internal strategic issues, determiningstrategy choices, formulating implementation plans, control and monitoring. A study ofthe literature shows that for some organizations there is a positive relationship betweenstrategic planning and performance; however, some evidence suggests that it is notsignificant. There is still debate among scholars due to inconclusive results. This study revisits the literature on strategic planning and proposes a new approach incorporatingstrategic flexibility, agility, and responsiveness derived from dynamic capabilities theory. A new concept called “competitive strategic maneuverability” is introduced to bridge the gap between a firm’s strategic planning and performance. Subsequently, the dimensions and indicators that measure the concept of competitive strategic maneuverability are developed for the purposes of further empirical research. Keywords: strategic planning, agility, flexibility, responsiveness, maneuverability, firmperformance 1. IntroductionStrategic planning originated in the 1960s and was very popular

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