Peters et al. (2019), Long Range Planning

Interactive profit-planning systems and market turbulence: A dynamic capabilities perspective

Across 331 Australian firms, budgeting, forecasting and reporting routines in which top and middle managers interact were tied to stronger business-unit performance, and the link was stronger where markets were more turbulent.

Parts of the Loop it informs

Review, then hold stillSupports

Read the original paper

Summary written by Unfrozen from the full paper, then checked twice by independent AI reviewers against the source. Loop coding is exploratory and AI-assisted, pending human verification. Spot an error? Email info@unfreeze.us and it gets fixed.

Questions this study helps answer

What the research saysHow long should a change settle before the next one?What the research saysWhy do changes stall after launch?

Related studies

Nielsen & Riiskjær (2013)Across 100 Danish hospital wards, patient surveys tended to change practice when key professionals trusted the survey's quality, the ward scored worse than others, and the fix was obvious.Starke et al. (2011)At a small manufacturer, most of a transformation happened after its champion CEO left and an unsupportive former CEO returned, with supervisors, staff and new systems filling the leadership gap.Noda & Bower (1996)Firms facing similar new-business opportunities ended up with different commitments: early results raised or lowered middle managers' enthusiasm and top managers' confidence in them, and repeated funding rounds escalated or wound down the bet.Binci et al. (2016)At an Italian power utility's change program, top-down direction and a middle-manager change team's shared leadership worked together in every phase, with the balance between them shifting as the project's needs changed.