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