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

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  • Balaji S. Chakravarthy

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.

Suggested Citation

  • Balaji S. Chakravarthy, 1987. "On tailoring a strategic planning system to its context: Some empirical evidence," Strategic Management Journal, Wiley Blackwell, vol. 8(6), pages 517-534, November.
    • Handle: RePEc:bla:stratm:v:8:y:1987:i:6:p:517-534
    DOI: 10.1002/smj.4250080603
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    Cited by:

    1. Monika Bolek & Bartosz Grosicki, 2014. "Forecasting Liquidity In Traditional And Technology-Based Sectors – The Case Of Poland," "e-Finanse", University of Information Technology and Management, Institute of Financial Research and Analysis, vol. 9(4), pages 25-38, April.
    2. Sabihaini Sabihaini & Sri Astuti & Rifki Indra Perwira & Marita Marita, 2023. "Antecedent Strategic Alignment and Its Effect on Business Resilience," Technium Social Sciences Journal, Technium Science, vol. 44(1), pages 895-909, June.
    3. Albert H. Segars & Varun Grover, 1999. "Profiles of Strategic Information Systems Planning," Information Systems Research, INFORMS, vol. 10(3), pages 199-232, September.
    4. P. Maik Hamann, 2017. "Towards a contingency theory of corporate planning: a systematic literature review," Management Review Quarterly, Springer, vol. 67(4), pages 227-289, August.
    5. Jennings, David, 1999. "Corporate planning: post-privatization change in a UK electricity utility," Utilities Policy, Elsevier, vol. 8(4), pages 223-232, December.

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