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The External Environment-Strategic Planning Interface: U.S. Multinational Corporate Practices in the 1980s

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  • Charles R Kennedy

    (University of Virginia)

Abstract

This paper presents data collected by structured interviews concerning how external environments analysis and strategic planning are related in major U.S.-based multinational corporations. The research was also undertaken to ascertain why and the extent to which firms have formally institutionalized the external environmental functions since the Iranian revolution.© 1984 JIBS. Journal of International Business Studies (1984) 15, 99–108

Suggested Citation

  • Charles R Kennedy, 1984. "The External Environment-Strategic Planning Interface: U.S. Multinational Corporate Practices in the 1980s," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 15(2), pages 99-108, June.
    • Handle: RePEc:pal:jintbs:v:15:y:1984:i:2:p:99-108
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    Cited by:

    1. Ewer, Sid R., 1996. "Perceptions of reliances placed on data transmission control measures: Global versus domestic-only private network usage," International Business Review, Elsevier, vol. 5(3), pages 267-282, June.
    2. Jennifer Oetzel & Chang Hoon Oh, 2019. "Melting pot or tribe? Country-level ethnic diversity and its effect on subsidiaries," Journal of International Business Policy, Palgrave Macmillan, vol. 2(1), pages 37-61, March.

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