A strategic planning network for non‐profit organizations

Abstract

Abstract Strategic planning processes are seldom treated from a contingency perspective. As a result, practitioners are unable to select a set of planning techniques for a particular situation they confront. This paper constructs methods, defined as sets of techniques, which are applicable to strategic planning for non‐profit organizations. These constructed planning methods are matched to strategic archetypes, defined by the sponsor's expectations for quality, acceptance, and/or innovation in the strategy. The contingency framework is presented as a network which identifies planning methods useful for each strategic archetype application.

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