Long-range planning is not for everyone

Since the turn of the century management researchers, among others, have exhorted business firms to plan for their future. To us it seems obvious that the greater a firm's commitment to long-range planning, the greater are its chances for survival and success. Most managers and executives "...

Ausführliche Beschreibung

Gespeichert in:
Bibliographische Detailangaben
Veröffentlicht in:Planning review 1978-05, Vol.6 (5), p.27-34
Hauptverfasser: Jack Shapiro, H., Kallman, Ernest A.
Format: Artikel
Sprache:eng
Online-Zugang:Volltext
Tags: Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
container_end_page 34
container_issue 5
container_start_page 27
container_title Planning review
container_volume 6
creator Jack Shapiro, H.
Kallman, Ernest A.
description Since the turn of the century management researchers, among others, have exhorted business firms to plan for their future. To us it seems obvious that the greater a firm's commitment to long-range planning, the greater are its chances for survival and success. Most managers and executives "know" that this is so - they do not have to perform lengthy and costly research on planning to support so obvious a truism. Nonetheless, we did a research study of long-range planning in the motor freight industry to find out whether long-range planning is a necessity for every company in the industry. It also asks if there is a boundary condition that differentiates between those companies that must plan continually, plan occasionally, or not engage in long-range planning at all. If there is such a boundary, what variables go into making it up? Are the variables controllable or uncontrollable? Can a model be devised that incorporates these variables? The answers to these questions can point the industry toward more efficient and effective use of its scarce resources.
doi_str_mv 10.1108/eb053857
format Article
fullrecord <record><control><sourceid>proquest_emera</sourceid><recordid>TN_cdi_emerald_primary_10_1108_eb053857</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>33279740</sourcerecordid><originalsourceid>FETCH-LOGICAL-c1630-a3504d3040f6a01284537b1a5f6ad7ae09ee72933847fa9c4b50bec53ad3e3a3</originalsourceid><addsrcrecordid>eNptz8FKAzEQBuAcFKxV8BEWBOtldbKTNLtHKVaFBS89eAvZ3UlZ2SZr0gp9eyO1XnQuw8DHz_yMXXG44xzKe2pAYinVCZsAVCKHuXg7Y-cxvkMalDBhs9q7dR6MW1M2Dsa53q2zPmbObzPrQ0afFPbe0QU7tWaIdPmzp2y1fFwtnvP69ell8VDnLZ8j5CaFig5BgJ0b4EUpJKqGG5nOThmCikgVFWIplDVVKxoJDbUSTYeEBqfs5hA7Bv-xo7jVmz62NKTPyO-iRixUpQQkeHuAbfAxBrJ6DP3GhL3moL_L62P5RK8PlDYUzND9yqPQY2eTmv2v_uR9Aap5ZVc</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>33279740</pqid></control><display><type>article</type><title>Long-range planning is not for everyone</title><source>Standard: Emerald eJournal Premier Collection</source><creator>Jack Shapiro, H. ; Kallman, Ernest A.</creator><creatorcontrib>Jack Shapiro, H. ; Kallman, Ernest A.</creatorcontrib><description>Since the turn of the century management researchers, among others, have exhorted business firms to plan for their future. To us it seems obvious that the greater a firm's commitment to long-range planning, the greater are its chances for survival and success. Most managers and executives "know" that this is so - they do not have to perform lengthy and costly research on planning to support so obvious a truism. Nonetheless, we did a research study of long-range planning in the motor freight industry to find out whether long-range planning is a necessity for every company in the industry. It also asks if there is a boundary condition that differentiates between those companies that must plan continually, plan occasionally, or not engage in long-range planning at all. If there is such a boundary, what variables go into making it up? Are the variables controllable or uncontrollable? Can a model be devised that incorporates these variables? The answers to these questions can point the industry toward more efficient and effective use of its scarce resources.</description><identifier>ISSN: 0094-064X</identifier><identifier>DOI: 10.1108/eb053857</identifier><language>eng</language><publisher>MCB UP Ltd</publisher><ispartof>Planning review, 1978-05, Vol.6 (5), p.27-34</ispartof><rights>MCB UP Limited</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c1630-a3504d3040f6a01284537b1a5f6ad7ae09ee72933847fa9c4b50bec53ad3e3a3</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/eb053857/full/pdf$$EPDF$$P50$$Gemerald$$H</linktopdf><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/eb053857/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,776,780,21674,27901,27902,53219,53347</link.rule.ids></links><search><creatorcontrib>Jack Shapiro, H.</creatorcontrib><creatorcontrib>Kallman, Ernest A.</creatorcontrib><title>Long-range planning is not for everyone</title><title>Planning review</title><description>Since the turn of the century management researchers, among others, have exhorted business firms to plan for their future. To us it seems obvious that the greater a firm's commitment to long-range planning, the greater are its chances for survival and success. Most managers and executives "know" that this is so - they do not have to perform lengthy and costly research on planning to support so obvious a truism. Nonetheless, we did a research study of long-range planning in the motor freight industry to find out whether long-range planning is a necessity for every company in the industry. It also asks if there is a boundary condition that differentiates between those companies that must plan continually, plan occasionally, or not engage in long-range planning at all. If there is such a boundary, what variables go into making it up? Are the variables controllable or uncontrollable? Can a model be devised that incorporates these variables? The answers to these questions can point the industry toward more efficient and effective use of its scarce resources.</description><issn>0094-064X</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1978</creationdate><recordtype>article</recordtype><recordid>eNptz8FKAzEQBuAcFKxV8BEWBOtldbKTNLtHKVaFBS89eAvZ3UlZ2SZr0gp9eyO1XnQuw8DHz_yMXXG44xzKe2pAYinVCZsAVCKHuXg7Y-cxvkMalDBhs9q7dR6MW1M2Dsa53q2zPmbObzPrQ0afFPbe0QU7tWaIdPmzp2y1fFwtnvP69ell8VDnLZ8j5CaFig5BgJ0b4EUpJKqGG5nOThmCikgVFWIplDVVKxoJDbUSTYeEBqfs5hA7Bv-xo7jVmz62NKTPyO-iRixUpQQkeHuAbfAxBrJ6DP3GhL3moL_L62P5RK8PlDYUzND9yqPQY2eTmv2v_uR9Aap5ZVc</recordid><startdate>19780501</startdate><enddate>19780501</enddate><creator>Jack Shapiro, H.</creator><creator>Kallman, Ernest A.</creator><general>MCB UP Ltd</general><scope>AAYXX</scope><scope>CITATION</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope></search><sort><creationdate>19780501</creationdate><title>Long-range planning is not for everyone</title><author>Jack Shapiro, H. ; Kallman, Ernest A.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c1630-a3504d3040f6a01284537b1a5f6ad7ae09ee72933847fa9c4b50bec53ad3e3a3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1978</creationdate><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Jack Shapiro, H.</creatorcontrib><creatorcontrib>Kallman, Ernest A.</creatorcontrib><collection>CrossRef</collection><collection>Materials Business File</collection><collection>Technology Research Database</collection><collection>Materials Research Database</collection><jtitle>Planning review</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Jack Shapiro, H.</au><au>Kallman, Ernest A.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Long-range planning is not for everyone</atitle><jtitle>Planning review</jtitle><date>1978-05-01</date><risdate>1978</risdate><volume>6</volume><issue>5</issue><spage>27</spage><epage>34</epage><pages>27-34</pages><issn>0094-064X</issn><abstract>Since the turn of the century management researchers, among others, have exhorted business firms to plan for their future. To us it seems obvious that the greater a firm's commitment to long-range planning, the greater are its chances for survival and success. Most managers and executives "know" that this is so - they do not have to perform lengthy and costly research on planning to support so obvious a truism. Nonetheless, we did a research study of long-range planning in the motor freight industry to find out whether long-range planning is a necessity for every company in the industry. It also asks if there is a boundary condition that differentiates between those companies that must plan continually, plan occasionally, or not engage in long-range planning at all. If there is such a boundary, what variables go into making it up? Are the variables controllable or uncontrollable? Can a model be devised that incorporates these variables? The answers to these questions can point the industry toward more efficient and effective use of its scarce resources.</abstract><pub>MCB UP Ltd</pub><doi>10.1108/eb053857</doi><tpages>8</tpages></addata></record>
fulltext fulltext
identifier ISSN: 0094-064X
ispartof Planning review, 1978-05, Vol.6 (5), p.27-34
issn 0094-064X
language eng
recordid cdi_emerald_primary_10_1108_eb053857
source Standard: Emerald eJournal Premier Collection
title Long-range planning is not for everyone
url https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-29T21%3A23%3A25IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_emera&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Long-range%20planning%20is%20not%20for%20everyone&rft.jtitle=Planning%20review&rft.au=Jack%20Shapiro,%20H.&rft.date=1978-05-01&rft.volume=6&rft.issue=5&rft.spage=27&rft.epage=34&rft.pages=27-34&rft.issn=0094-064X&rft_id=info:doi/10.1108/eb053857&rft_dat=%3Cproquest_emera%3E33279740%3C/proquest_emera%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=33279740&rft_id=info:pmid/&rfr_iscdi=true