Corporate planning practices in Japanese multinationals

Please use this identifier to cite or link to this item: http://hdl.handle.net/11375/5549

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DC Field	Value	Language
dc.contributor.author	Hayashi, Kichiro	en_US
dc.contributor.author	McMaster University, Faculty of Business	en_US
dc.date.accessioned	2014-06-17T20:35:56Z	-
dc.date.available	2014-06-17T20:35:56Z	-
dc.date.created	2013-12-23	en_US
dc.date.issued	1977-07	en_US
dc.identifier.other	dsb/201	en_US
dc.identifier.other	1200	en_US
dc.identifier.other	4944226	en_US
dc.identifier.uri	http://hdl.handle.net/11375/5549	-
dc.description	<p>26, 2 leaves ; ; Cover title.</p>	en_US
dc.description.abstract	<p>Corporate planning practices in 19 Japanese multinationals are examined in terms of a set of theoretical premises for corporate planning. Deviations of the existing practices from the premises are identified and partly explained by socio-cultural characteristics peculiar to Japanese management. Perspective for change is also discussed.</p>	en_US
dc.relation.ispartofseries	Research and working paper series (McMaster University. Faculty of Business)	en_US
dc.relation.ispartofseries	no. 133	en_US
dc.subject.lcc	Business planning > Japan Corporations Japanese International business enterprises > Japan	en_US
dc.title	Corporate planning practices in Japanese multinationals	en_US
dc.type	article	en_US
Appears in Collections:	DeGroote School of Business Working Paper Series

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