Description
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This study delves on the performance of firms operating within Export Processing Zones (EPZ) in an Emerging Economy. The assessment focuses on both the direct and indirect relationships between strategic planning systems and performance. Firm performance was measured using the balanced score card. It was established that strategic planning systems significantly affect none-financial performance measures of market perspectives and internal business processes. Conversely, the financial measures of return on investment and sales growth rate were not significantly influenced by planning systems. This study established that organizational learning mediates while strategy implementation moderates the relationship between strategic planning systems and performance. A major discovery from the research is the recognition of the strategic role associated with both organizational learning and strategy implementation. This study concluded that strategic planning is context specific and is both a deliberate and an emergent process. Therefore, policy makers and managers need to place emphasis on all the aspects of strategic planning to reap maximum benefit from the seemingly elusive process.
