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Corporate Strategy

Corporate Strategy Few things have been better documented over the past decade than the decline of formalread big and heavilystaffedstrategic planning departments. Recently, however, there seems to be a planning renaissance of sorts with smaller, streamlined departments cropping up in U.S. companies see The New Lean Planning Machine Business Strategy, JulyAugust 1994. Now there are some new data that are guaranteed to warm the downsized, downtrodden hearts of corporate planners everywhereespecially those looking to keep those seedling departments alive. The results of some recent research by the authors of this piece suggest that a key aspect of strategic planninggetting senior executives to agree on, and put into writing, a definition of the purpose and scope of the companycan actually translate into profits. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/eb039673
Publisher site
See Article on Publisher Site

Abstract

Few things have been better documented over the past decade than the decline of formalread big and heavilystaffedstrategic planning departments. Recently, however, there seems to be a planning renaissance of sorts with smaller, streamlined departments cropping up in U.S. companies see The New Lean Planning Machine Business Strategy, JulyAugust 1994. Now there are some new data that are guaranteed to warm the downsized, downtrodden hearts of corporate planners everywhereespecially those looking to keep those seedling departments alive. The results of some recent research by the authors of this piece suggest that a key aspect of strategic planninggetting senior executives to agree on, and put into writing, a definition of the purpose and scope of the companycan actually translate into profits.

Journal

Journal of Business StrategyEmerald Publishing

Published: Jan 1, 1995

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