Discuss the Management Problems Facing Multinational Companies and Companies with an International Dimension in Various Parts of the World
LIBRARY
OF THE
MASSACHUSETTS INSTITUTE
OF TECHNOLOGY
uewey
TS
f.lA?
MAR 23
1975
DtvV£YLiBKARY
ZQ ¥
ALFRED
P.
WORKING PAPER
SLOAN SCHOOL OF MANAGEMENT
A FRAMEWORK FOR
STRATEGIC PLANNING
IN MULTINATIONAL CORPORATIONS
Peter Lo range*
Revised, January 1976
WP 821-75
MASSACHUSETTS
INSTITUTE OF TECHNOLOGY
50 MEMORIAL DRIVE
CAMBRIDGE, MASSACHUSETTS 02139
MAR 23
DtWEY
LiSlJARY
A FRAMEWORK FOR
STRATEGIC PLANNING
IN MULTINATIONAL CORPORATIONS
Peter Lorange*
Revised, January 1976
WP 821-75
Assistant Professor of Management Science, Sloan School of Management,
Massachusetts Institute of Technology.
A revised version of this paper will appear in the June 1976 issue of the Journal of Long Range Planning.
1976
M.I.T.
UBRARiES
MAR 2 3
1976
RECEIVED
Introduction
Strategic planning in a multinational corporation has a two-fold task: to identify the strategic options most relevant to the corporation
and to "narrow down" these options into the one best plan.
Stated this
way there is of course nothing fundamentally different between the strategic planning task of a multinational corporation and that of any other large corporation.
However, since multinationals offer several complex
and distinctively different approaches to organizational design and
planning, it is useful to examine some of the problems of strategic
planning in the context of the multinationals.
The broad definition of the strategic planning tasks given above has several implications.
In order to be able to identify the most
relevant strategic options, the corporation needs to adapt continuously to the environment.
Also, in order to narrow down the strategic options
into the one best plan, the corporation must be able to integrate its
many diverse activities.
In this article we shall attempt to clarify
the major purposes of planning in the multinationals in terms of
OF THE
MASSACHUSETTS INSTITUTE
OF TECHNOLOGY
uewey
TS
f.lA?
MAR 23
1975
DtvV£YLiBKARY
ZQ ¥
ALFRED
P.
WORKING PAPER
SLOAN SCHOOL OF MANAGEMENT
A FRAMEWORK FOR
STRATEGIC PLANNING
IN MULTINATIONAL CORPORATIONS
Peter Lo range*
Revised, January 1976
WP 821-75
MASSACHUSETTS
INSTITUTE OF TECHNOLOGY
50 MEMORIAL DRIVE
CAMBRIDGE, MASSACHUSETTS 02139
MAR 23
DtWEY
LiSlJARY
A FRAMEWORK FOR
STRATEGIC PLANNING
IN MULTINATIONAL CORPORATIONS
Peter Lorange*
Revised, January 1976
WP 821-75
Assistant Professor of Management Science, Sloan School of Management,
Massachusetts Institute of Technology.
A revised version of this paper will appear in the June 1976 issue of the Journal of Long Range Planning.
1976
M.I.T.
UBRARiES
MAR 2 3
1976
RECEIVED
Introduction
Strategic planning in a multinational corporation has a two-fold task: to identify the strategic options most relevant to the corporation
and to "narrow down" these options into the one best plan.
Stated this
way there is of course nothing fundamentally different between the strategic planning task of a multinational corporation and that of any other large corporation.
However, since multinationals offer several complex
and distinctively different approaches to organizational design and
planning, it is useful to examine some of the problems of strategic
planning in the context of the multinationals.
The broad definition of the strategic planning tasks given above has several implications.
In order to be able to identify the most
relevant strategic options, the corporation needs to adapt continuously to the environment.
Also, in order to narrow down the strategic options
into the one best plan, the corporation must be able to integrate its
many diverse activities.
In this article we shall attempt to clarify
the major purposes of planning in the multinationals in terms of