This study focused on strategic planning systems as predictors of performance\nin a developing country context. These concepts have not been adequately investigated\nin extant strategy literature. We contended that strategic planning\nsystems should be emphasized as a configuration and not by its domains. The\ninfluence of resources, management participation and planning techniques on\nperformance showed positive and significant results. In support of our conceptualization,\nthe results were that strategic planning systems as an aggregate\nfactor has a stronger influence on performance than its domains. We conclude\nthat the configuration of planning systems with its theoretical underpinning\nin the dynamic capabilities and resource based view, explains performance\nvariations among firms.
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