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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.
Namada et al. (Sun,) studied this question.