A strategic planning network for non-profit organizations

Abstract

Strategic planning processes are seldom treated from a contingency perspective. As a result, practitioners are unable to select a set of planning techniques for a particular situation they confront. This paper constructs methods, defined as sets of techniques, which are applicable to strategic planning for non-profit organizations. These constructed planning methods are matched to strategic archetypes, defined by the sponsor's expectations for quality, acceptance, and/or innovation in the strategy. The contingency framework is presented as a network which identifies planning methods useful for each strategic archetype application.