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required for research using semi-structured open ended interview question. Participants
were selected using purposive (judgmental) sampling method. Limitation of the present
research was also mentioned.

The conceptual framework of the study includes all research variables as well as the
postulated relationships between variables deemed to be integral to the dynamics of the
situation being investigated. An in-depth interview question was considered an
appropriate method for this study due to reason associated with the context of the study
and type of investigation. In total, 34 usable interviews were collected from sixteen
organizations representing approximately 64% of the targeted public sector organizations
in Addis Ababa.
Findings of the research indicate that organizations practicing, to a great extent, a formal
strategic planning process are more likely to formulate strategic plan documents than
organizations with low process formality. Also, the formality of the process is influenced
by organizational elements such as size, age, organizational level and the availability of
the strategic planning unit. In addition, process formality was found to enhance the
implementation of strategies and plans.
In relation to barriers of the planning process, findings showed that the higher the
influence of internal and external obstacles on the planning process, the lower the
formality of the strategic planning formation process. Furthermore, the research provides
some findings in relation to the quality of the strategic plan document produced. Findings
show that a strong association exists between the quality of the strategic plan document
and the formality of the planning process; also it was found that the quality of the
strategic plan document is influenced by organizational elements.

The findings regarding the planning horizon show that organizations practicing a high
formal planning process tend to have longer planning horizons, also it was found that
organizational elements are strong determinants of the planning horizon. Finally, it was
noted that the internal and external obstacles of the planning process strongly influence
the planning horizon.

Hence this research provides a coherent framework to link the public sector strategic
planning process formality with all the interrelated variables. This has led to clear
implications for theory and practice and makes clear contributions to management in the
Addis Ababa public service sector.

In addition, the findings of the research suggest that an expansion of the coverage of
surveys and an extension of the study to include other public service sectors would be
beneficial to accommodate various socio-cultural, economic, and political differences

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