The aim of this paper is to understand the relationships between organizational configuration and the strategic planning practices. The research, qualitative with an exploratory nature, approaches in a comparative manner two case studies of companies which achieved success above average when compared to their competitors. The methodological procedures are based on in-depth content analysis of interviews, observation, and secondary data. Data triangulation suggests that both companies present planning practices strongly related to the contrasting characteristics of the organizational configuration elements. Emergent planning characteristics are identified in the building material stores network (MC). Formal planning characteristics are identified in the technology company (HT). As a basis for further studies, the research suggests that organizational configuration conditions the planning process in a recursive manner.
Strategic planning; Organizational configuration; Emergent planning; Formal planning
