Environmental determinism or managerial discretion? A hierarchical assessment of planning effectiveness

During the later half of the 1980s, Texas banks failed at a record pace. Although many blame these failures on economic conditions, others indicate that managerial factors may have been involved. There have been no explanations as to how or why more Texas banks survived than failed.;An investigation of the characteristics of planning processes of Texas banks that survived the 1980s was conducted to determine whether or not planning and managers matter or if the environment determines success or failure. Responses from chief executive officers and non-chief executive officers were used to examine planning effectiveness from financial and nonfinancial perspectives.;Findings indicate that planning comprehensively in a turbulent environment results in higher financial performance only when the process is flexible. Comprehensiveness included planning activities engaged in, the involvement of multiple hierarchical levels and collaboration. Relatively high performing banks enhanced planning flexibility by developing scenarios and contingency plans. Findings indicate that CEOs and those working for them do not agree on the extent to which planning processes are followed. Training may provide a partial solution for overcoming resistance to planning.;Relationships between planning and outcomes were investigated by banking market, level of relative financial performance and relative environmental turbulence. Respondents indicated that planning effectiveness was composed of characteristics of the planning process and by financial and nonfinancial outcomes.;The implications of this investigation are: (1) Researchers should fine-tune sample design to discover more interesting facts about planning and control for exogenous effects. (2) Researchers should use industry-relevant measures to assess financial performance. (3) Future researchers should recognize that planning effectiveness is not just financial in nature. Additional research is needed to discover more about the nonfinancial nature of planning effectiveness. (4) Top managers and their subordinates do not agree on organizational policies and procedures. Future research should be designed to include all potentially affected levels of the organization.