Matthew Harris has researched the role of strategic planning in International Non-governmental Development Organizations. The research is an in-depth, embedded case study of one of the world's leading and largest INGDOs active in public health, emergency and maternal and child health activities in over 70 countries around the world. The research is an actor-oriented approach to strategy, and examines how managers utilize ambiguity throughout a strategic planning process to effect organizational change. Formal strategic rationality is socially constructed to give the appearance of deliberate organizational change. The research unpacks and critiques the generally assumed benefit of strategic planning in these kinds of large, complex organziations.