Design parameters of the strategic planning process and organizational performance—a quantitative analysis of empirical research

After 50 years of research in strategic management, the design of strategic planning processes is still on the agenda for scholarly research. Using a quantitative meta-analysis, we examine empirical studies on the relationship between organizational performance and the design parameters of the strategic planning process that can be controlled by a firm. Whereas existing literature reviews focus on the effect of strategic planning on performance, this meta-analysis also considers the role of the location and participants in the strategic planning process, the distinct properties of strategic planners and the intensity of the planning method used. The effect sizes of existing primary studies are harmonized for better comparison and aggregated for a total effect. The total effect is tested for significance and checked for homogeneity.