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Many common management practices in healthcare organizations, including the practice of strategic planning, have not been subject to widespread assessment through empirical research. If management practice is to be evidence-based, evaluations of such common practices need to be undertaken. Three dimensions of the strategic planning process - having a strategic plan, assigning the Chief Executive Officer (CEO) responsibility for the plan, and involving the board - are positively associated with earlier financial performance. Further longitudinal studies are needed to evaluate the cause-and-effect relationship between planning and performance.
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