Empirical Evaluation of the Evidence of the Beneficial Influence of the Strategic Planning Process on the Overall Performance of Emerging Countries Companies

This article raises the question of empirical assessment of the strategic planning process. Can you prove empirically, or highlight beyond a reasonable doubt, the positive influence of the process on emerging countries businesses' performance? If yes, what explanations to give to any differences of opinion between theoretical models and practical models? The first part assesses major studies based on measures of corporate performance in the emerging countries as an indicator of the effectiveness of the process. Then, the second part provides an overview of studies measuring the actual characteristics of the process. It is, thus, shown that, contrary to what is claimed by theories, the strategic planning process doesn't always lead emerging countries companies to success. Finally, the question of empirical assessment of the strategic planning process remains important because, even though it may equip these companies some advantages, there is still to prove, beyond a reasonable doubt, the cause-effect relationship between the strategic planning process and their success. However, this article highlights boundaries for the theoretical findings.