The present study investigated the utility of strategic planning as a tool that promotes organizational performance in non-profit organizations. It used a retrospective cross-sectional research design to compare organizational outcomes for organizations that employed strategic planning protocols with organizational outcomes for those that did not employ strategic planning protocols. The results indicated a statistically significant difference between the mean composite scores of strategic planning organizations verses non-strategic planning organizations. Statistically significant differences were established in five domains: strategic planning activities, mission achievement, customer processes, employee growth and learning and financial processes. A statistically significant difference was not revealed on the internal business processes domain. Additional, data analyses for each research hypothesis indicated statistical significance as well, thereby supporting each hypothesis.
|Adviser||Janice M. Spangenburg|
|Subjects||Management; Organizational behavior|
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