Lectures Notes The Perceived Degree to which the Organization Conducts Strategic
Planning Score
The researcher derived criteria for the perceived degree to which the organization
conducts strategic planning from a content analysis of the literature (see Table 4). The criteria are
represented by the following items on the researcher-designed survey instrument:
Item 1 - Our organization’s leadership understands how present developments will
look in the future;
Item 2 - Our organization develops new products or services;
Item 3 - Our organization identifies market needs;
Item 4 - Our organization’s leadership identifies customer problems;
Item 5 - Our organization’s leadership takes advantage of competitors'
weaknesses;
Item 6 - Our organization provides solutions to the customer that competitors
cannot;
Item 7 - Our organization’s leadership has an approach to reach long-term goals;
Item 8 - Our organization’s leadership prepares for multiple future scenarios;
Item 9 - Our organization’s leadership understands its strengths;
Item 10 - Our organization’s leadership understands its weaknesses;
Item 11 - Our organization’s leadership understands its opportunities;
Item 12- Our organization’s leadership understands its threats;
Item 13- Our organization’s leadership explores industry trends;
Item 14- Our organization has a plan to acquire new customers;
Item 15- Our organization’s leadership has a plan to meet financial objectives.
Table 4 Content Analysis of the Definition of Strategic Planning
Content Analysis
Scholar Definition of Strategic Planning
(Wankel, 2007) Approach to reach long-term goals
(Wankel, 2007) Preparation for all eventualities
(Kraus et al, 2011) Attempt to understand how present
developments will look in the future
(Stonehouse & Pemberton, 2002; O’Regan
& Ghobadian, 2004; Wang et al, 2007)
Establishment of guiding principles to
achieve long-term goals
(O’Regan & Ghobadian, 2004, p. 664;
Wang et al 2007)
Seeks to develop new products to bring
to the market
(Hill, 2011) Seeks to develop new products to bring
to the market
(Scott, 2011) Analyze particular weaknesses
(Scott, 2011) Analyze particular weaknesses
(Hill, 2011) Identify a market need
(Hill, 2011) Identify a customer problem
(Hill 2011) Strategy that takes advantage of a
competitor’s weaknesses
(Scott, 2011)
Solution that is more beneficial to the
customer than those provided by the
competition
(Scott, 2011) Exploration of industry trends
(Scott, 2011) Competitor analyses
(Scott, 2011) Strategy for acquiring customers
(Hill, 2011) Road map for a larger, more profitable
organization.
(Scott, 2011) Organizational tool to meet growth and
financial objectives
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 15-90 points. The higher the point
value, the greater the propensity an organization has to strategically plan. Below is an illustrated
scale.
15 33.75 52.5 71.25 90 non-strategic strategic
planners planners
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
34
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
35
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
36
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
37
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
a) Years the organization has been in business;
b) Industry the small business is positioned in;
c) Current number of employees on the organization's payroll;
d) Structure of the organization;
e) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
a) The perceived degree to which the organization executes strategic planning;
b) The perceived quality of the organization’s employees;
c) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
d) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
a) Industry the small business is positioned in;
b) Structure of the organization;
c) Years the organization has been in business;
d) Current number of employees on the organization's payroll;
e) Perceived degree to which the organization conducts strategic planning;
f) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
a) Years the organization has been in business;
b) Industry the small business is positioned in;
c) Current number of employees on the organization's payroll;
d) Structure of the organization;
e) The perceived quality of the organization’s employees;
f) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
g) The perceived available time the organization has to strategically plan;
h) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and
report on the collected data. Each item in the survey is coded to reflect the appropriate score as
outlined above. Upon reviewing scores from the fifteen identified items, the researcher
determined to what degree the small business owners / managers perceived that they conducted
strategic planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
f) Years the organization has been in business;
g) Industry the small business is positioned in;
h) Current number of employees on the organization's payroll;
i) Structure of the organization;
j) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
e) The perceived degree to which the organization executes strategic planning;
f) The perceived quality of the organization’s employees;
g) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
h) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
g) Industry the small business is positioned in;
h) Structure of the organization;
i) Years the organization has been in business;
j) Current number of employees on the organization's payroll;
k) Perceived degree to which the organization conducts strategic planning;
l) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
i) Years the organization has been in business;
j) Industry the small business is positioned in;
k) Current number of employees on the organization's payroll;
l) Structure of the organization;
m) The perceived quality of the organization’s employees;
n) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
o) The perceived available time the organization has to strategically plan;
p) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
k) Years the organization has been in business;
l) Industry the small business is positioned in;
m) Current number of employees on the organization's payroll;
n) Structure of the organization;
o) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
i) The perceived degree to which the organization executes strategic planning;
j) The perceived quality of the organization’s employees;
k) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
l) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
m) Industry the small business is positioned in;
n) Structure of the organization;
o) Years the organization has been in business;
p) Current number of employees on the organization's payroll;
q) Perceived degree to which the organization conducts strategic planning;
r) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
q) Years the organization has been in business;
r) Industry the small business is positioned in;
s) Current number of employees on the organization's payroll;
t) Structure of the organization;
u) The perceived quality of the organization’s employees;
v) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
w) The perceived available time the organization has to strategically plan;
x) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
p) Years the organization has been in business;
q) Industry the small business is positioned in;
r) Current number of employees on the organization's payroll;
s) Structure of the organization;
t) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
m) The perceived degree to which the organization executes strategic planning;
n) The perceived quality of the organization’s employees;
o) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
p) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
s) Industry the small business is positioned in;
t) Structure of the organization;
u) Years the organization has been in business;
v) Current number of employees on the organization's payroll;
w) Perceived degree to which the organization conducts strategic planning;
x) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
y) Years the organization has been in business;
z) Industry the small business is positioned in;
aa) Current number of employees on the organization's payroll;
bb) Structure of the organization;
cc) The perceived quality of the organization’s employees;
dd) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ee) The perceived available time the organization has to strategically plan;
ff) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
u) Years the organization has been in business;
v) Industry the small business is positioned in;
w) Current number of employees on the organization's payroll;
x) Structure of the organization;
y) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
q) The perceived degree to which the organization executes strategic planning;
r) The perceived quality of the organization’s employees;
s) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
t) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
y) Industry the small business is positioned in;
z) Structure of the organization;
aa) Years the organization has been in business;
bb) Current number of employees on the organization's payroll;
cc) Perceived degree to which the organization conducts strategic planning;
dd) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
gg) Years the organization has been in business;
hh) Industry the small business is positioned in;
ii) Current number of employees on the organization's payroll;
jj) Structure of the organization;
kk) The perceived quality of the organization’s employees;
ll) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
mm) The perceived available time the organization has to strategically plan;
nn) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
z) Years the organization has been in business;
aa) Industry the small business is positioned in;
bb) Current number of employees on the organization's payroll;
cc) Structure of the organization;
dd) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
u) The perceived degree to which the organization executes strategic planning;
v) The perceived quality of the organization’s employees;
w) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
x) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
ee) Industry the small business is positioned in;
ff) Structure of the organization;
gg) Years the organization has been in business;
hh) Current number of employees on the organization's payroll;
ii) Perceived degree to which the organization conducts strategic planning;
jj) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
oo) Years the organization has been in business;
pp) Industry the small business is positioned in;
qq) Current number of employees on the organization's payroll;
rr) Structure of the organization;
ss) The perceived quality of the organization’s employees;
tt) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
uu) The perceived available time the organization has to strategically plan;
vv) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
ee) Years the organization has been in business;
ff) Industry the small business is positioned in;
gg) Current number of employees on the organization's payroll;
hh) Structure of the organization;
ii) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
y) The perceived degree to which the organization executes strategic planning;
z) The perceived quality of the organization’s employees;
aa) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
bb) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
kk) Industry the small business is positioned in;
ll) Structure of the organization;
mm) Years the organization has been in business;
nn) Current number of employees on the organization's payroll;
oo) Perceived degree to which the organization conducts strategic planning;
pp) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
ww) Years the organization has been in business;
xx) Industry the small business is positioned in;
yy) Current number of employees on the organization's payroll;
zz) Structure of the organization;
aaa) The perceived quality of the organization’s employees;
bbb) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ccc) The perceived available time the organization has to strategically plan;
ddd) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
jj) Years the organization has been in business;
kk) Industry the small business is positioned in;
ll) Current number of employees on the organization's payroll;
mm) Structure of the organization;
nn) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
cc) The perceived degree to which the organization executes strategic planning;
dd) The perceived quality of the organization’s employees;
ee) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ff) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
qq) Industry the small business is positioned in;
rr) Structure of the organization;
ss) Years the organization has been in business;
tt) Current number of employees on the organization's payroll;
uu) Perceived degree to which the organization conducts strategic planning;
vv) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
eee) Years the organization has been in business;
fff) Industry the small business is positioned in;
ggg) Current number of employees on the organization's payroll;
hhh) Structure of the organization;
iii) The perceived quality of the organization’s employees;
jjj) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
kkk) The perceived available time the organization has to strategically plan;
lll) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
oo) Years the organization has been in business;
pp) Industry the small business is positioned in;
qq) Current number of employees on the organization's payroll;
rr) Structure of the organization;
ss) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
gg) The perceived degree to which the organization executes strategic planning;
hh) The perceived quality of the organization’s employees;
ii) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
jj) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
ww) Industry the small business is positioned in;
xx) Structure of the organization;
yy) Years the organization has been in business;
zz) Current number of employees on the organization's payroll;
aaa) Perceived degree to which the organization conducts strategic planning;
bbb) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
mmm) Years the organization has been in business;
nnn) Industry the small business is positioned in;
ooo) Current number of employees on the organization's payroll;
ppp) Structure of the organization;
qqq) The perceived quality of the organization’s employees;
rrr) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
sss) The perceived available time the organization has to strategically plan;
ttt) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
tt) Years the organization has been in business;
uu) Industry the small business is positioned in;
vv) Current number of employees on the organization's payroll;
ww) Structure of the organization;
xx) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
kk) The perceived degree to which the organization executes strategic planning;
ll) The perceived quality of the organization’s employees;
mm) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
nn) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
ccc) Industry the small business is positioned in;
ddd) Structure of the organization;
eee) Years the organization has been in business;
fff) Current number of employees on the organization's payroll;
ggg) Perceived degree to which the organization conducts strategic planning;
hhh) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
uuu) Years the organization has been in business;
vvv) Industry the small business is positioned in;
www) Current number of employees on the organization's payroll;
xxx) Structure of the organization;
yyy) The perceived quality of the organization’s employees;
zzz) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
aaaa) The perceived available time the organization has to strategically plan;
bbbb) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
yy) Years the organization has been in business;
zz) Industry the small business is positioned in;
aaa) Current number of employees on the organization's payroll;
bbb) Structure of the organization;
ccc) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
oo) The perceived degree to which the organization executes strategic planning;
pp) The perceived quality of the organization’s employees;
qq) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
rr) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
iii) Industry the small business is positioned in;
jjj) Structure of the organization;
kkk) Years the organization has been in business;
lll) Current number of employees on the organization's payroll;
mmm) Perceived degree to which the organization conducts strategic planning;
nnn) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
cccc) Years the organization has been in business;
dddd) Industry the small business is positioned in;
eeee) Current number of employees on the organization's payroll;
ffff) Structure of the organization;
gggg) The perceived quality of the organization’s employees;
hhhh) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
iiii)The perceived available time the organization has to strategically plan;
jjjj)Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
ddd) Years the organization has been in business;
eee) Industry the small business is positioned in;
fff) Current number of employees on the organization's payroll;
ggg) Structure of the organization;
hhh) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
ss) The perceived degree to which the organization executes strategic planning;
tt) The perceived quality of the organization’s employees;
uu) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
vv) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
ooo) Industry the small business is positioned in;
ppp) Structure of the organization;
qqq) Years the organization has been in business;
rrr) Current number of employees on the organization's payroll;
sss) Perceived degree to which the organization conducts strategic planning;
ttt) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
kkkk) Years the organization has been in business;
llll)Industry the small business is positioned in;
mmmm) Current number of employees on the organization's payroll;
nnnn) Structure of the organization;
oooo) The perceived quality of the organization’s employees;
pppp) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
qqqq) The perceived available time the organization has to strategically plan;
rrrr) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
iii) Years the organization has been in business;
jjj) Industry the small business is positioned in;
kkk) Current number of employees on the organization's payroll;
lll) Structure of the organization;
mmm) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
ww) The perceived degree to which the organization executes strategic planning;
xx) The perceived quality of the organization’s employees;
yy) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
zz) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
uuu) Industry the small business is positioned in;
vvv) Structure of the organization;
www) Years the organization has been in business;
xxx) Current number of employees on the organization's payroll;
yyy) Perceived degree to which the organization conducts strategic planning;
zzz) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
ssss) Years the organization has been in business;
tttt)Industry the small business is positioned in;
uuuu) Current number of employees on the organization's payroll;
vvvv) Structure of the organization;
wwww) The perceived quality of the organization’s employees;
xxxx) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
yyyy) The perceived available time the organization has to strategically plan;
zzzz) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
nnn) Years the organization has been in business;
ooo) Industry the small business is positioned in;
ppp) Current number of employees on the organization's payroll;
qqq) Structure of the organization;
rrr) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
aaa) The perceived degree to which the organization executes strategic planning;
bbb) The perceived quality of the organization’s employees;
ccc) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ddd) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
aaaa) Industry the small business is positioned in;
bbbb) Structure of the organization;
cccc) Years the organization has been in business;
dddd) Current number of employees on the organization's payroll;
eeee) Perceived degree to which the organization conducts strategic planning;
ffff) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
aaaaa) Years the organization has been in business;
bbbbb) Industry the small business is positioned in;
ccccc) Current number of employees on the organization's payroll;
ddddd) Structure of the organization;
eeeee) The perceived quality of the organization’s employees;
fffff) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ggggg) The perceived available time the organization has to strategically plan;
hhhhh) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
sss) Years the organization has been in business;
ttt) Industry the small business is positioned in;
uuu) Current number of employees on the organization's payroll;
vvv) Structure of the organization;
www) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
eee) The perceived degree to which the organization executes strategic planning;
fff) The perceived quality of the organization’s employees;
ggg) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
hhh) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
gggg) Industry the small business is positioned in;
hhhh) Structure of the organization;
iiii)Years the organization has been in business;
jjjj)Current number of employees on the organization's payroll;
kkkk) Perceived degree to which the organization conducts strategic planning;
llll)Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
iiiii) Years the organization has been in business;
jjjjj) Industry the small business is positioned in;
kkkkk) Current number of employees on the organization's payroll;
lllll) Structure of the organization;
mmmmm) The perceived quality of the organization’s employees;
nnnnn) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ooooo) The perceived available time the organization has to strategically plan;
ppppp) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
xxx) Years the organization has been in business;
yyy) Industry the small business is positioned in;
zzz) Current number of employees on the organization's payroll;
aaaa) Structure of the organization;
bbbb) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
iii) The perceived degree to which the organization executes strategic planning;
jjj) The perceived quality of the organization’s employees;
kkk) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
lll) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
mmmm) Industry the small business is positioned in;
nnnn) Structure of the organization;
oooo) Years the organization has been in business;
pppp) Current number of employees on the organization's payroll;
qqqq) Perceived degree to which the organization conducts strategic planning;
rrrr) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
qqqqq) Years the organization has been in business;
rrrrr) Industry the small business is positioned in;
sssss) Current number of employees on the organization's payroll;
ttttt) Structure of the organization;
uuuuu) The perceived quality of the organization’s employees;
vvvvv) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
wwwww) The perceived available time the organization has to strategically plan;
xxxxx) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
cccc) Years the organization has been in business;
dddd) Industry the small business is positioned in;
eeee) Current number of employees on the organization's payroll;
ffff) Structure of the organization;
gggg) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
mmm) The perceived degree to which the organization executes strategic planning;
nnn) The perceived quality of the organization’s employees;
ooo) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ppp) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
ssss) Industry the small business is positioned in;
tttt)Structure of the organization;
uuuu) Years the organization has been in business;
vvvv) Current number of employees on the organization's payroll;
wwww) Perceived degree to which the organization conducts strategic planning;
xxxx) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
yyyyy) Years the organization has been in business;
zzzzz) Industry the small business is positioned in;
aaaaaa) Current number of employees on the organization's payroll;
bbbbbb) Structure of the organization;
cccccc) The perceived quality of the organization’s employees;
dddddd) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
eeeeee) The perceived available time the organization has to strategically plan;
ffffff) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
hhhh) Years the organization has been in business;
iiii)Industry the small business is positioned in;
jjjj)Current number of employees on the organization's payroll;
kkkk) Structure of the organization;
llll)Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
qqq) The perceived degree to which the organization executes strategic planning;
rrr) The perceived quality of the organization’s employees;
sss) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ttt) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
yyyy) Industry the small business is positioned in;
zzzz) Structure of the organization;
aaaaa) Years the organization has been in business;
bbbbb) Current number of employees on the organization's payroll;
ccccc) Perceived degree to which the organization conducts strategic planning;
ddddd) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
gggggg) Years the organization has been in business;
hhhhhh) Industry the small business is positioned in;
iiiiii) Current number of employees on the organization's payroll;
jjjjjj) Structure of the organization;
kkkkkk) The perceived quality of the organization’s employees;
llllll) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
mmmmmm) The perceived available time the organization has to strategically plan;
nnnnnn) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
mmmm) Years the organization has been in business;
nnnn) Industry the small business is positioned in;
oooo) Current number of employees on the organization's payroll;
pppp) Structure of the organization;
qqqq) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
uuu) The perceived degree to which the organization executes strategic planning;
vvv) The perceived quality of the organization’s employees;
www) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
xxx) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
eeeee) Industry the small business is positioned in;
fffff) Structure of the organization;
ggggg) Years the organization has been in business;
hhhhh) Current number of employees on the organization's payroll;
iiiii) Perceived degree to which the organization conducts strategic planning;
jjjjj) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
oooooo) Years the organization has been in business;
pppppp) Industry the small business is positioned in;
qqqqqq) Current number of employees on the organization's payroll;
rrrrrr) Structure of the organization;
ssssss) The perceived quality of the organization’s employees;
tttttt) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
uuuuuu) The perceived available time the organization has to strategically plan;
vvvvvv) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted time.
At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
rrrr) Years the organization has been in business;
ssss) Industry the small business is positioned in;
tttt)Current number of employees on the organization's payroll;
uuuu) Structure of the organization;
vvvv) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners' perceived
obstacles to strategic planning based on the following characteristics:
yyy) The perceived degree to which the organization executes strategic planning;
zzz) The perceived quality of the organization’s employees;
aaaa) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
bbbb) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
kkkkk) Industry the small business is positioned in;
lllll) Structure of the organization;
mmmmm) Years the organization has been in business;
nnnnn) Current number of employees on the organization's payroll;
ooooo) Perceived degree to which the organization conducts strategic planning;
ppppp) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
wwwwww) Years the organization has been in business;
xxxxxx) Industry the small business is positioned in;
yyyyyy) Current number of employees on the organization's payroll;
zzzzzz) Structure of the organization;
aaaaaaa) The perceived quality of the organization’s employees;
bbbbbbb) The perceived degree to which the organization’s leadership has knowledge of the
planning process;
ccccccc) The perceived available time the organization has to strategically plan;
ddddddd) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the fifteen identified items, the researcher determined to
what degree the small business owners / managers perceived that they conducted strategic
planning.
The Perceived Quality of the Organization’s Employees Score
The researcher derived criteria for the perceived quality of the organization’s employees
using a data-driven approach. This approach relied on a panel of academic experts whose area of
expertise included research and theory and industry experts whose area of expertise included
strategic planning consulting. The researcher met with the panel in a group discussion to identify
the criteria. The criteria are represented by the following items on the researcher-designed survey
instrument:
Item 16 - Our employees show up on time;
Item 17 - Our employees are rarely absent from work;
Item 18 - Our employees are willing to learn;
Item 19 - Our employees are willing to learn from errors;
Item 20 - Our employees are skilled in their craft;
Item 21 - Our employees possess knowledge of the industry;
Item 22 - Our employees work well in teams;
Item 23 - Our employees follow instructions;
Item 24 - Our employees contribute solutions;
Item 25 - Our employees achieve maximum productivity with minimum wasted
effort or expense;
-
-
Item 26 Our employees are focused on customer service;
Item 27 Our employees are focused on customer solutions.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 12-72 points. The higher the point
value, the higher the perceived quality of the organization’s employees. Below is an illustrated
scale.
12 27 42 57 72
low quality high quality employees employees
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 12 identified items, the researcher determined to what
degree the small business conducted strategic planning.
The Perceived Degree to which the Organization’s Leadership Has Knowledge of the
Planning Process Score
The researcher derived criteria for the perceived degree to which the organization’s
leadership has knowledge of the planning process through a review of the literature. The criteria
are represented by the following items on the researcher-designed survey instrument:
Item 28 - I know what a GAP analysis is;
Item 29 - I know what a Needs Analysis is;
Item 30 - I know what a SWOT Analysis is;
Item 31 - I know what a vision and mission statement is;
35
-
-
Item 32 - I know how to write a strategic plan;
Item 33 I know what a succession plan is;
Item 34 I know how to measure performance.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The strategic planning score ranges from 7-42 points. The higher the point value,
the greater the perceived degree to which the organization’s leadership has knowledge of the
planning process. Below is an illustrated scale.
7 15.75 24.5 33.25 42
Low knowledge of High knowledge of the planning process the
planning process
The researcher employed the Qualtrics Research Suite to build, administer, and report on
collected data. Each item in the survey is coded to reflect the appropriate score as outlined above.
Upon reviewing scores from the seven identified items, the researcher determined to what degree
the organization’s leadership has knowledge of the planning process.
The Perceived Available Time the Organization Has to Strategically Plan Score
The researcher derived criteria for the perceived available time the organization has to
strategically plan through a data-driven approach. This approach relied on a panel of academic
experts whose area of expertise included research and theory and industry experts whose area of
expertise include strategic planning consulting. The researcher met with the panel in a group
discussion to define the criteria. The criteria are represented by the following items on the
researcher-designed survey instrument:
36
-
-
Item 35 - Our organization’s leadership allocates time every month for long-term
planning;
Item 36 - Our organization has time to allocate for long-term planning;
Item 37 Our organization utilizes time set aside to plan long-term;
Item 38 Our organization is focused on day-to-day operations more than on
long-term planning;
Item 39 - Our organization is focused on customer needs more than on long-term
planning;
Item 40 - Our organization is focused on revenues more than on long-term
planning;
Item 41 - Our organization is focused on regulatory concerns more than on long
term planning;
Item 42 - Our organization is focused on logistical concerns more than on long
term planning.
Each item was measured using a 6-point Likert-type scale offering the following possible
responses: 1 Strongly Disagree, 2 Disagree, 3 Slightly Disagree, 4 Slightly Agree, 5 Agree, and 6
Strongly Agree. The perceived available time the organization has to strategically plan score
ranges from 8-48 points. The higher the point value, the greater the perceived available time an
organization has to strategically plan. Below is an illustrated scale.
8 18 28 38 48
No available time Available time to to plan plan
37
-
-
The researcher employed the Qualtrics Research Suite to build, administer, and report on
the collected data. Each item in the survey is coded to reflect the appropriate score as outlined
above. Upon reviewing scores from the 14 identified items, the researcher determined the
available time the organization has to strategically plan.
38
Data Collection
The researcher administered The Perceived Obstacles to Strategic Planning Inventory
survey via Qualtrics. No personal information was gathered. The researcher submitted an
Institutional Review Board (IRB) application accompanied by the first three chapters of this
dissertation proposal and a copy of The Perceived Obstacles to Strategic Planning Inventory to
Louisiana State University for approval. An introductory email was sent to each subject
explaining the intent of the study and stating that participation is voluntary and confidential.
Additionally, the email contained contact information for any questions that may arise. The
survey was available for six weeks. If a response was not received after the first week of the
study, a subsequent email was sent to remind the subjects of the study. This method was used for
the duration of the study, thus ensuring the highest response rate possible within the allotted
time. At the conclusion of the study, the data set was accumulated and analyzed.
The first objective of this study is to describe Louisiana small businesses based on the
following characteristics:
wwww) Years the organization has been in business;
xxxx) Industry the small business is positioned in;
yyyy) Current number of employees on the organization's payroll;
zzzz) Structure of the organization;
aaaaa) Existence of a written long-term plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Frequencies and
percentages were used for variables that are measured on a categorical scale (nominal). These
specific variables are as follows:
•Industry the small business is positioned in;
•Structure of the organization;
•Existence of a written long-term plan.
Means and standard deviations were used for variables that are measured on interval or higher
scales. These specific variables are as follows:
•Years the organization has been in business;
•Current numbers of employees on the organizations payroll.
The second objective of this study was describe small businesses in Louisiana on the
perceived degree to which the organization conducts strategic planning. Means and standard
deviations were used for variables that are measured on interval or higher scales. These specific
variables are as follows:
•Perceived degree to which the organization conducts strategic planning.
The third objective of this study is to describe Louisiana small business owners'
perceived obstacles to strategic planning based on the following characteristics:
cccc) The perceived degree to which the organization executes strategic planning;
dddd) The perceived quality of the organization’s employees;
eeee) The perceived degree to which the organization’s leadership has knowledge of
the planning process;
ffff) The perceived available time the organization has to strategically plan.
As this objective is descriptive, it was analyzed using descriptive statistics. Means and
standard deviations were used for variables that are measured on interval or higher scales. These
specific variables are as follows:
•The perceived degree to which the organization conducts strategic planning;
•The perceived quality of the organization’s employees;
•The perceived degree to which the organization’s leadership has knowledge of the
planning process;
•The perceived available time the organization has to strategically plan.
The fourth objective of this study is to determine if a relationship exists between
Louisiana small business owners' perceived obstacles to strategic planning and the following
variables:
qqqqq) Industry the small business is positioned in;
rrrrr) Structure of the organization;
sssss) Years the organization has been in business;
ttttt) Current number of employees on the organization's payroll;
uuuuu) Perceived degree to which the organization conducts strategic planning;
vvvvv) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
relationship exists between Louisiana small business owners' perceived obstacles to strategic
planning and the variables listed above, the researcher used the Pearson Product Moment
Correlation Coefficients.
The fifth objective of this study is to determine if a model exists that explains a
significant portion of the variance in Louisiana small business owners' perceived obstacles to
strategic planning using the following characteristics:
eeeeeee) Years the organization has been in business;
fffffff) Industry the small business is positioned in;
ggggggg) Current number of employees on the organization's payroll;
hhhhhhh) Structure of the organization;
iiiiiii) The perceived quality of the organization’s employees;
jjjjjjj) The perceived degree to which the organization’s leadership has knowledge of
the planning process;
kkkkkkk) The perceived available time the organization has to strategically plan;
lllllll) Existence of a written long-term plan.
Data used to analyze these variables were interval and nominal. In order to determine if a
model exists explaining a significant portion of the variance in Louisiana small business owners'
perceived obstacles to strategic planning, the researcher conducted a Multiple Regression
Analysis.
