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Abstract

A four-phase model of multinational corporate planning proves useful for evaluating and improving corporate planning systems. Advances in explicit formulation of issues and alternatives, quality of preparatory staffwork, participation and guidance by top management, and effectiveness of implementation mark each phase.

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Abstract

A four-phase model of multinational corporate planning proves useful for evaluating and improving corporate planning systems. Advances in explicit formulation of issues and alternatives, quality of preparatory staffwork, participation and guidance by top management, and effectiveness of implementation mark each phase.

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