dc.contributor.author | Kiliko, Jonathan | |
dc.contributor.author | Atandi, Beatrice | |
dc.contributor.author | Awino, Zachary | |
dc.date.accessioned | 2013-04-05T07:56:02Z | |
dc.date.available | 2013-04-05T07:56:02Z | |
dc.date.issued | 2012 | |
dc.identifier.citation | DBA Africa Management Review 2012, Vol 3 No 1 pp. 73-89 | en |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/15403 | |
dc.description.abstract | The literature view forms a starting point for further research on the strategic planning in
turbulent context. Strategic planning, for organizations to match the pace of changes in the
business environment, remains a challenge and an area of discussion by researchers and
practitioners. This paper defines strategic planning and explores its importance over the years.
There are differences on the content and the number of steps found in strategic planning,
leaving readers with questions like: What are the primary steps in the strategic planning and
how does the process flow? What literature is available on this field? Is strategic planning still
relevant to organizations in a turbulent environment? In an attempt to address these questions,
the authors analyze and discuss theories and empirical findings advanced by various
researchers and the conceptual framework of strategic planning; outlining gaps likely to elicit
further research interest. | en |
dc.language.iso | en | en |
dc.publisher | DBA Africa Management Review | en |
dc.subject | Strategic planning process | en |
dc.subject | Turbulent environment | en |
dc.subject | Organisations | en |
dc.subject | Strategy formulation & implementation | en |
dc.subject | Organisational performance | en |
dc.title | Strategic planning in turbulent environment | en |
dc.title.alternative | A Conceptual View | en |
dc.type | Article | en |
local.publisher | School of Business, University of Nairobi | en |