Twentieth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

In this paper, we present a summary of best practices for creating high-quality strategic plans and explain how high-quality strategic plans contribute to organizational value. We then present a content analysis of twenty-three strategic plans and the results of a survey of government bodies involved in either creating or using strategic plans to consider whether actual strategic plans and strategic planning processes appear to follow best practices. We find that, despite self-report data claiming appropriate and useful strategic planning processes and outcomes, many of the strategic plans do not appear to have been created in accordance with strategic planning best practices. We suggest avenues for future research to resolve this disconnect.