This article reviews the literature concerning contextual factors affecting configuration of the strategic planning process. The potential role of managers' psychological type (MBTI) as a determinant of preferences towards design of the planning process is examined. From a study based upon 187 managers it is concluded that managers' planning preferences primarily reflect the imperatives presented by specific strategic situations rather than psychological type. Managers appear to vary their planning response to strategic situations according to the characteristics each situation presents. Conclusions are provided for managers engaged in strategic planning, recruitment, management training and for academic strategy research.
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