Strategy, strategic planning, and performance : an information-processing view

This study examines the relationship between strategic planning processes and the strategic orientations of 157 banks. Information-processing theory is used to develop specific hypothesis regarding the information needs of differing strategies and planning's ability to meet those needs. The performance implications of the fit between strategic information requirements and planning process capabilities are addressed. Findings suggest that planning processes are different when strategy is different, and that there is an appropriate fit between planning systems and the strategy they support.