| This three-phase study analyzed the extent to which training can assist organizations to formulate and implement strategic plans successfully. According to previous research, training has the potential of reducing the most common strategic planning problems: lack of organizational readiness, flawed formulation, and failed implementation. Three strategic training roles were examined: training in strategic planning and thinking skills, involvement of training professionals in developing strategic plans, and executing strategic plans through training.;The first phase was a pilot study of 10 organizations, using face-to-face structured interviews. The pilot study refined a research model based on a review of the literature.;The next phase, the primary investigation, analyzed the responses to a written survey of 171 organizations, using a modified Dillman technique. Results were examined through multiple regression equations. A major finding was that each of the three strategic training roles has a significant direct effect upon strategic planning problems. Together, the three strategic training roles explained 28% of the variance in planning problems, providing empirical evidence that training may offer a direct and substantial contribution to strategic planning success.;Of the three training roles, training in strategic planning and thinking skills appears to have the most impact upon planning problems. Because training in strategic planning enhances the firm's overall strategic readiness, it seems capable of reducing a comprehensive range of strategic problems evidenced in both the formulation and implementation stages of strategic planning.;The third phase, a follow-up study of 20 organizations using in-depth telephone interviews, suggests that strategy-linked training does not necessarily develop with more years of organizational experience with strategic planning. Two other factors seem to be more important: (a) a perceived organizational crisis that triggers an appreciation of the strategic importance of training; and (b) an active, clear, and consistent demonstration of top management's commitment to training as essential for strategic success. |
