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STRATEGIC PLANNING–FINANCIAL PERFORMANCE RELATIONSHIPS IN BANKS: A CAUSAL EXAMINATION

Alice then browses to several RSS-enabled sites from which she follows the same steps to collect the news articles relevant to her research. She also ‘googles’ to discover resources that those publication-specific sites do not offer. She browses to each promising search result and uses Piggy Bank to tag that web page with keywords (Figure 3). After saving and tagging several publications, RSS news articles, and web pages, Alice browses to the local information repository called “My Piggy Bank” where her saved data resides (Figure 4). She clicks on a keyword she has used to tag the collected items (Figure 4). | Strategic Management Journal Vol. 18 8 635-652 1997 STRATEGIC PLANNING-FINANCIAL PERFORMANCE RELATIONSHIPS IN BANKS A CAUSAL EXAMINATION WILLIE E. HOPKINS1 AND SHIRLEY A. HOPKINS2 1College of Business Colorado State University Fort Collins Colorado U.S.A. 2Daniels College of Business University of Denver Denver Colorado U.S.A. An integrative model of relationships among managerial environmental and organizational factors strategic planning intensity and financial peeformance was developed and teeted using data from 112 banks. The results suggested that the intensity with which banks engage in the strategic planning process has a direct positive effect on banks usc.ci.S performance Hid mediates the effects of managerial and organizational factors on banks pe.rformacce. Resulls also indicated a reciprocal relationship between strategic planning intensity and performance. That is strategic planning intensity causes better performance and in turn better performance causes greater strategic planning intensity. Finally the results hold implications for other finalìcial ssrricce insHlnlioiis siuboe.c to sumiai- conditions itm huds Imus opel lSe. under. 1997 by John Wiley Sons Ltd. Strat. Mgmt J. Vol. 18 635-652 1997 No of Figures 2. No of Tables 3. No of References 103. INTRODUCTION Commercial banks mutual savings banks savings and loan associations and credit unions comprise a group of financial sendees institutions collectively called depository intermediaries Auerbach 1985 . The product service offerings these institutions have in common binds them into an industry grouping that is subject to similar influences. Major regulatory influences on these instifiitions have been the Depository Institution Deregulatory and Monetary Control Act of 1980 and the Garn-St Germain Act of 1982. These Acts have eased entry location and activity restrictions within the general fimmcial services induslty Bush 1987 . According to banking experts Auerbach 1985 Gup and Whitehead 1989 these