Abstract
This article reports the findings of research into four case organizations from the public and nonprofit sectors. The findings build on international theory about strategic management, and argue that values influence strategy formulation. Chaffee's models of strategy are provided as a useful tool in differentiating the value-base which informs the strategic posture of an organization. Expressive values are more evident in nonprofit strategy formulation which aligns with Chaffee's interpretive approach to strategy. Instrumental values appear more in public organizations which align more with Chaffee's adaptive approach to strategy.
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