The study is innovative in its sample and focus. Its unique sample of
organizations with relatively homogenous external environments simplified the crosscase
analysis, allowing the impact of strategy formation and implementation processes on
organizational performance to be more clearly examined. Its purpose to understand
causal mechanisms and implementation has also been called for by numerous researchers
(Gerring, 2007; Hutzschenreuter & Kleindienst, 2006; Stone et al., 1999) and its focus on
nonprofit organizations is unique. The study’s findings provide insight into the variations
within strategy formation and implementation processes that could assist in the
development of more useful measures and more specified models to aid in the quest to