Abstract
This article is concerned with the effectiveness of strategic planning in manufacturing companies. As a function of the overall management of an organization, the literature describes planning as being effective relative to its contribution to the performance, or end results, that the planning system was initially designed to achieve. […] The first area of attention in this article is published reports of empirical data, which have examined such a relationship between strategic planning and company performance. However […] it cannot be concluded that strategic planning is an effective, or indeed ineffective, tool for the overall management of organizations.
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