Abstract
Over the past decade the practice of corporate planning has matured and developed in response to pressures from inside and outside the business. What started out as a unique system based on a simple model of problem-solving and decision-making, has evolved into a broad range of philosophies and techniques which are designed to help the executive to build an organization which is adaptable and responsive in a rapidly-changing environment.
This article is reprinted by permission of Pergamon Press from Long Range Planning, Vol. 17, No. 3, 1984, S. 51 ff.
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References
For a list of the publications in each of these schools of thought see: Taylor, B.: New dimensions in corporate planning. Long Range Planning, December 1976.
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Boston Consulting Group: Strategy Alternatives for the British Motorcycle Industry (2 vols.). Department of Industry, HMSO, London 1975.
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Friedman, J.: The future of comprehensive urban planning: a critique. Public Administration Review 31 (3), 1971, 325.
See O’Connor, R.: Planning Under uncertainty: Multiple Scenarios and Contingency Planning. Conference Board, New York 1978.
Kahn, H., and Wiener, A.: The Year 2000, p. 6. MacMillan, New York 1967.
Choosing Our Environment: Can We Anticipate the Future? Senate Committee Report, Washington 1976.
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© 1990 Springer-Verlag Berlin Heidelberg
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Taylor, B. (1990). Strategic Planning — Which Style do you Need?. In: Hahn, D., Taylor, B. (eds) Strategische Unternehmungsplanung / Strategische Unternehmungsführung. Physica, Heidelberg. https://doi.org/10.1007/978-3-662-41484-2_5
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DOI: https://doi.org/10.1007/978-3-662-41484-2_5
Publisher Name: Physica, Heidelberg
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