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On tailoring a strategic planning system to its context: Some empirical evidence
Author(s) -
Chakravarthy Balaji S.
Publication year - 1987
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.4250080603
Subject(s) - context (archaeology) , strategic planning , business , empirical evidence , process management , empirical research , business system planning , knowledge management , industrial organization , marketing , computer science , paleontology , philosophy , epistemology , biology
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.