On tailoring a strategic planning system to its context: Some empirical evidence

Balaji S. Chakravarthy

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Strategic Planning and Analysis Management and Organizational Practices Organizational Strategy and Culture

Abstract

Abstract Based on a survey of 111 senior executives this study finds that tailoring a firm's strategic planning system to its context is not a popular practice, despite its presumed importance. Moreover, the lack of fit between a firm's strategic planning system and its context appears to be inconsequential to how managers rate their planning systems. Implications of the findings are discussed.

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References

1980Strategy, Distinctive Competence, and Organizational Performance 1980Strategic Management: A New View of Business Policy and Planning.2015Scanning the business environment 1982The value of formal planning for strategic decisions: Review of empirical research 1979Strategic planning : what every manager must know 2013Management Control Systems 1979Henderson on Corporate Strategy 1984Strategic Management: An Integrative Perspective

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