LINKING STRATEGIC PLANNING PROCESSES TO NON-FINANCIAL PERFORMANCE METRICS IN DEVELOPING ECONOMIES

Abstract

This paper examines the relationship between formal strategic planning processes and non-financial performance (NFP) metrics within organisations operating in developing economies across Sub-Saharan Africa, South Asia, Southeast Asia, Latin America, and the Middle East and North Africa (MENA). Drawing on a mixed-methods research design combining survey data from 432 organisations and qualitative case studies from twelve countries, the study finds a statistically significant positive association between the comprehensiveness of strategic planning and NFP outcomes, including employee satisfaction, customer retention, social impact indices, innovation rates, and organisational learning scores. Regression analysis reveals that the full model explains 71% of variance in composite NFP indices (Adj. R² = 0.68); the Strategic Planning Score is the strongest predictor (β = 0.68, p < 0.001) and uniquely accounts for approximately 34% of variance (ΔR² = 0.34), with leadership commitment and institutional quality acting as key moderating variables. The paper advances a contextualised Strategic-NFP Linkage Framework tailored to the structural, institutional, and resource constraints inherent to developing economy contexts. Policy implications for governments, development agencies, and corporate practitioners are discussed.