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Journal articles on the topic 'Corporate planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

Jain, Vikas, and Dr G. N. Purohit Dr. G. N. Purohit. "Corporate Planning." International Journal of Scientific Research 2, no. 1 (June 1, 2012): 118. http://dx.doi.org/10.15373/22778179/jan2013/41.

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2

Ignatova, Katerina, and Christopher J. Steeves. "Corporate Tax Planning: ESG and Corporate Tax Planning." Canadian Tax Journal/Revue fiscale canadienne 71, no. 1 (April 2023): 321–33. http://dx.doi.org/10.32721/ctj.2023.71.1.ctp.

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Environmental, social, and governance (ESG) is a framework for considering certain risks and opportunities applicable to a company. Investors, and increasingly regulators, are requiring disclosure of certain ESG-related metrics and data. Some of these data reflect the externalities that a company creates with respect to the environment and to society. Investors, and potentially regulators and governments, can use these data to evaluate the company and price negative externalities. Being prepared and proactive will allow a company to develop a tax strategy that is consistent with its larger ESG goals. Globally, there is an increasing obligation for companies to publish a tax strategy, as well as to disclose uncertain tax positions and aggressive tax planning to the tax authorities and the public. This trend is also making its way into Canada, albeit at a slower pace. As the Canadian government and investors move toward pricing negative externalities using ESG metrics, it is crucial that Canadian companies start to consider the role of ESG with regard to tax planning, if they have not done so already. Canadian companies should also consider how their tax strategy will be perceived by the company's stakeholders, including the public, clients, and employees.

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3

Kiambati, Kellen, and Julius Itunga. "Managerial Skills and Corporate Strategic Planning." International Journal of Management Science and Business Administration 2, no. 8 (2015): 16–23. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.28.1002.

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The aim of this study was to establish the relationship between managerial skills and corporate strategic planning. The study was premised on increased call to meticulous strategic planning in all organizations across all sectors in Kenya. A close examination of existing literature showed that very little has been done in the area of evidence-based strategic planning. Public and private institutions participated in this study. The findings showed a positive and significant relationship between managerial skills and corporate strategic planning. The implication of the findings for management was to give more attention to managerial skills.

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4

Armstrong, J. Scott, Noel Capon, John U. Farley, and James M. Hulbert. "Corporate Strategic Planning." Journal of Marketing 54, no. 2 (April 1990): 114. http://dx.doi.org/10.2307/1251876.

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5

Hoyt, Donald P. "Corporate strategic planning." Journal of Rural Studies 5, no. 4 (January 1989): 416–17. http://dx.doi.org/10.1016/0743-0167(89)90068-5.

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6

Patrizi, Giacomo. "Introducing Corporate Planning." European Journal of Operational Research 29, no. 1 (April 1987): 113. http://dx.doi.org/10.1016/0377-2217(87)90200-1.

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7

Mgammal, Mahfoudh Hussein. "Corporate tax planning and corporate tax disclosure." Meditari Accountancy Research 28, no. 2 (October 18, 2019): 327–64. http://dx.doi.org/10.1108/medar-11-2018-0390.

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Purpose This paper aims to examine the impact of corporate tax planning (TP) on tax disclosure (TD). Using tax expenses data set, with the detailed effective tax rate (ETR) by reconciling individual items of income and expenses. Design/methodology/approach A firm-level panel data set is used to analyse 286 non-financial listed companies on Bursa Malaysia that spans the period 2010-2012. Multivariate statistical analyses were run on the sample data. The empirical understanding of TD depends on public sources of data in the financial statement, characterized in the aggregated note of tax expenses. Fitting with Malaysian environment, the authors measured TD using modified ETR reconciling items. Findings Results show that TP, exhibit a robust positive influence on TD. This suggests that TP is related to lower corporate TD. In addition, companies with high TP attempt to mitigate the disclosure problem by increasing various TD. The authors further find significant positive impact between each of firm size and industry dummy, on TD. This means that company-specific characteristics are significant factors affecting corporate TD. Research limitations/implications This study contributes to the literature on the effect of TP on TD. It depends on both the signalling theory and the Scholes–Wolfson framework, which are the main theories concerned with TP and TD. Therefore, from a theoretical side, the authors add to the current theories by verifying that users are the party influenced whether positively or negatively, by the extent of TD or the extent of TP activities through Malaysian organizations. Practical implications The evidence found in this paper has important policy and practical implications for the authorities, researchers, decision makers and company managers. The findings can provide them some relevant insights on the importance of TP actions from companies’ perspective and contribute to the discussion of who verifies and deduces from TD directed by companies. Originality/value This paper originality is regarded as the first attempt to examine the impact of TP on TD in a developing country such as Malaysia. Malaysian setting is an interesting one to examine because Malaysia could be similar to other countries in Southeast Asia. Results contribute significant insights to the discussion about TD regarding, which parties are responsible for the verification of TD by firms, and which parties benefit from this disclosure. Findings suggest that companies face a trade-off between tax benefits and TD when selecting the type of their TP.

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8

Bagrin, Pavel Petrovich. "PLANNING CORPORATE SYSTEMS FUNCTIONING." Bulletin of the Moscow State Regional University (Economy), no. 2 (2016): 52–61. http://dx.doi.org/10.18384/2310-6646-2016-2-52-61.

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9

Fubara, Bedford A. "Corporate planning in Nigeria." Long Range Planning 19, no. 2 (April 1986): 125–32. http://dx.doi.org/10.1016/0024-6301(86)90229-3.

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10

Targett, David. "Corporate Internet: Planning Guide." European Journal of Information Systems 7, no. 2 (June 1998): 151–52. http://dx.doi.org/10.1057/palgrave.ejis.3000280.

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11

Targett, David. "Corporate Internet: Planning Guide." European Journal of Information Systems 7, no. 2 (1998): 151–52. http://dx.doi.org/10.1038/sj.ejis.3000280.

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12

Emerson, R. V. "Corporate planning: A need to examine corporate style." Long Range Planning 18, no. 6 (December 1985): 29–33. http://dx.doi.org/10.1016/0024-6301(85)90060-3.

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13

Noor, Rohaya Md, Nur Syazwani M. Fadzillah, and Nor’Azam Mastuki. "Corporate Tax Planning: A Study On Corporate Effective Tax Rates of Malaysian Listed Companies." International Journal of Trade, Economics and Finance 1, no. 2 (2010): 189–93. http://dx.doi.org/10.7763/ijtef.2010.v1.34.

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14

Cha, MaengJin. "The Strategic Planning of a Corporate Welfare System for Higher Productivity: Based on the Case Study of Korea Telecom." Korean Journal of Policy Studies 7 (December 31, 1992): 139–49. http://dx.doi.org/10.52372/kjps07009.

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The policy about the corporate welfare in Korea, since the economic development plan started from 1960, was focused on stabilizing the employee's livelihood and permitting only a few percentage increase annually. However, the corporate sector experienced considerable expansion of welfare needs in the latter half of the 1980s, which consequently became a burden to the corporates. This paper is prepared for the proper handling of the welfare problem each of the Korean corporates faces these days. In preparing this paper, the Japanese "synthetic welfare plan for employee's lifetime" was very helpful and many of the terms and contents of the plan were cited for the purposes of analysis and adaptability to Korea. The welfare plan proposed herein is designed in details so as to satisfy each employee generation's welfare needs and to provide the management of the corporate with the ability to control the overall welfare cost. With this new plan, we believe Korea Telecom would enhance the productivity of its labor force at the reasonable cost.

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15

Ursacki, Terry, and Gavin Boyd. "Corporate Planning and Policy Planning in the Pacific." Pacific Affairs 68, no. 3 (1995): 466. http://dx.doi.org/10.2307/2761175.

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16

Samson, Gerry, and Michael Schwartz. "Corporate dentistry, corporate orthodontics history, reality and strategic planning." Seminars in Orthodontics 25, no. 4 (December 2019): 304–6. http://dx.doi.org/10.1053/j.sodo.2019.10.003.

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17

Raymond, Mary Anne, and Hiram C. Barksdale. "Corporate strategic planning and corporate marketing: Toward an interface?" Business Horizons 32, no. 5 (September 1989): 41–48. http://dx.doi.org/10.1016/0007-6813(89)90081-5.

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18

Yin, Zongyi, Jiamei Ye, Xiaoying Wang, and Fang Su. "Relationship between Corporate CEO Succession Planning and Corporate Performance." Amfiteatru Economic 25, no. 64 (August 2023): 885. http://dx.doi.org/10.24818/ea/2023/64/885.

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19

Beaumont, Chris, and David E. Hussey. "Introducing Corporate Planning (3 Edition)." Journal of the Operational Research Society 37, no. 11 (November 1986): 1101. http://dx.doi.org/10.2307/2582698.

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20

Grover, Varun. "Issues in Corporate IS Planning." Information Resources Management Journal 4, no. 1 (January 1991): 1–10. http://dx.doi.org/10.4018/irmj.1991010101.

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21

Jaworski, Bernard J., and J. Scott Armstrong. "Book Review: Corporate Strategic Planning." Journal of Marketing 54, no. 2 (April 1990): 114–16. http://dx.doi.org/10.1177/002224299005400211.

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22

Csath, Magdolna. "Corporate planning in Hungarian companies." Long Range Planning 22, no. 4 (August 1989): 89–97. http://dx.doi.org/10.1016/0024-6301(89)90086-1.

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23

Bromiley, Philip. "Corporate planning and capital investment." Journal of Economic Behavior & Organization 7, no. 2 (June 1986): 147–70. http://dx.doi.org/10.1016/0167-2681(86)90003-x.

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24

MANT, JOHN. "STRATEGIC, CORPORATE AND FINANCIAL PLANNING." Australian Planner 32, no. 4 (January 1995): 213–16. http://dx.doi.org/10.1080/07293682.1995.9657690.

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25

Dobridge, Christine L., Rebecca Lester, and Andrew Whitten. "IPOs and Corporate Tax Planning." Finance and Economics Discussion Series, no. 2021-058r1 (November 2022): 1–52. http://dx.doi.org/10.17016/feds.2021.058r1.

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Does going public affect the amount and type of corporate tax planning? Using a panel of U.S. corporate tax return data from 1994 to 2018, we show that IPO completion is associated with the implementation of multinational income shifting strategies central to the current international tax policy debate. Specifically, firms (i) expand their foreign tax haven presence, (ii) enter into cross-border agreements that accompany intangible asset transfers to foreign subsidiaries, and (iii) increase their level of foreign related-party payments around the time that they go public. The effects are strongest among firms that switch to more sophisticated tax advisors in the years preceding the IPO. In contrast, we observe little domestic tax planning because large stock option deductions, which increase as a consequence of the IPO, provide large domestic tax shields. The paper contributes to the nascent literature studying IPOs by documenting the types and timing of specific tax strategies that enable public firms to remain lightly taxed in the post-IPO period. Furthermore, the findings imply that U.S. tax policies targeted at early-stage innovative firms are critical for retaining domestically developed IP – and the income earned on such assets – for the U.S. tax base.

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26

Wahyudi, Ika Sari. "Profit Planning in Corporate Budgeting." Journal of E-business and Management Science 1, no. 1 (August 15, 2023): 66–72. http://dx.doi.org/10.61098/jems.v1i1.53.

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This study seeks to investigate corruption in Indonesia, a country where corruption is regarded as one of the immoral practices within organizations. Upon reviewing the existing body of study literature, it has been shown that a contributing factor to unethical behavior among managers is the influence imposed by organizations to attain success in meeting targets and budgets. This study examines the correlation between individuals' budgeting practices and their profit planning strategies. Negative human behaviors can potentially lead managers to engage in unethical conduct to attain high performance and meet ambitious targets. One potential approach entails granting management the flexibility to reassess the budget during the current fiscal year, alleviating the workload imposed by the company and mitigating unethical behaviors.

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27

Ryabicheva, Olga Ivanovna, Elmira Salimkhanovna Magomedova, and Jamilya Zakirovna Kurbanova. "FEATURES OF THE CORPORATE FINANCIAL PLANNING." Journal of Applied Research 8, no. 6 (2022): 717–22. http://dx.doi.org/10.47576/2712-7516_2022_6_8_717.

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28

Marcus, Aaron. "User-experience planning for corporate success." Interactions 11, no. 3 (May 2004): 24–27. http://dx.doi.org/10.1145/986253.986266.

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29

Yang, James G. S. "Tax planning strategies for corporate inversion." International Journal of Accounting and Finance 8, no. 2 (2018): 103. http://dx.doi.org/10.1504/ijaf.2018.093242.

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30

Yang, James G. S. "Tax planning strategies for corporate inversion." International Journal of Accounting and Finance 8, no. 2 (2018): 103. http://dx.doi.org/10.1504/ijaf.2018.10014462.

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31

Sallis, Edward. "Corporate Planning in an FE College." Educational Management & Administration 18, no. 2 (January 1990): 30–34. http://dx.doi.org/10.1177/174114329001800206.

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32

Gribnau, Hans. "Corporate Social Responsibility and Tax Planning." Social & Legal Studies 24, no. 2 (May 24, 2015): 225–50. http://dx.doi.org/10.1177/0964663915575053.

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33

Kono, Toyohiro. "Corporate culture and long-range planning." Long Range Planning 23, no. 4 (August 1990): 9–19. http://dx.doi.org/10.1016/0024-6301(90)90148-w.

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34

Suwanabol, Issara, and Colin J. Jones. "Corporate planning for Thai state enterprises." Long Range Planning 23, no. 5 (October 1990): 8–9. http://dx.doi.org/10.1016/0024-6301(90)90253-z.

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35

Suwanabol, Issara, and Colin J. Jones. "Corporate planning for Thai state enterprises." Long Range Planning 23, no. 5 (October 1990): 116–21. http://dx.doi.org/10.1016/0024-6301(90)90265-6.

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36

Houlden, T. "How corporate planning adapts and survives." Long Range Planning 28, no. 4 (August 1995): 9–108. http://dx.doi.org/10.1016/0024-6301(95)00016-c.

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37

van der Erve, Marc L. B. "Evolution management: Planning for corporate development." Long Range Planning 28, no. 5 (October 1995): 101–8. http://dx.doi.org/10.1016/0024-6301(95)00042-h.

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38

Deshpandé, Rohit, and A. Parasuraman. "Linking corporate culture to strategic planning." Business Horizons 29, no. 3 (May 1986): 28–37. http://dx.doi.org/10.1016/0007-6813(86)90005-4.

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39

Hou Wee, Chow, John U. Farley, and Seok Kuan Lee. "Corporate planning takes off in Singapore." Long Range Planning 22, no. 2 (April 1989): 78–90. http://dx.doi.org/10.1016/0024-6301(89)90126-x.

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40

Kumar, Rakesh, and Prem Vrat. "Using computer models in corporate planning." Long Range Planning 22, no. 2 (April 1989): 114–20. http://dx.doi.org/10.1016/0024-6301(89)90130-1.

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41

Guerard, John B., Alden S. Bean, and Bernell K. Stone. "Goal Setting for Effective Corporate Planning." Management Science 36, no. 3 (March 1990): 359–67. http://dx.doi.org/10.1287/mnsc.36.3.359.

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42

Modrak, Vladimir, and Ioan Constantin Dima. "Conceptual Framework for Corporate Sustainability Planning." International Business Management 4, no. 3 (March 1, 2010): 139–44. http://dx.doi.org/10.3923/ibm.2010.139.144.

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43

Ferguson, Wade C., Mark F. Hartley, Gregory B. Turner, and Edward M. Pierce. "Purchasing’s role in corporate strategic planning." International Journal of Physical Distribution & Logistics Management 26, no. 4 (May 1996): 51–62. http://dx.doi.org/10.1108/09600039610116512.

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44

Armstrong, Christopher S., Stephen Glaeser, and John D. Kepler. "Strategic reactions in corporate tax planning." Journal of Accounting and Economics 68, no. 1 (August 2019): 101232. http://dx.doi.org/10.1016/j.jacceco.2019.03.003.

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45

Kairupan, Natasha Helena, Susanne Dida, and Heru Ryanto Budiana. "CORPORATE REBRANDING OF GRAMEDIA STORE (CORPORATE REBRANDING DI GRAMEDIA STORE)." EDUTECH 15, no. 3 (January 18, 2017): 265. http://dx.doi.org/10.17509/edutech.v15i3.4872.

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Abstract. The purposes of this research are to determine the stages of analysis, planning, and evaluation of corporate rebranding process of Gramedia Book Store to be Gramedia Store to rise stakeholder’s awareness. The method used is descriptive qualitative with positivism paradigm. The technique of collecting data through in-depth interview, observation, and literature study. The result of this research showed the analysis stage by analyzing the market through insights and foresights, brand audit through SWOT analysis, and identifying opportunities. The planning stage is by determine the purpose of the planning process and then determine the target audience, consist of external and internal customer. The planning of external customer by renaming and change of corporate identity, and marketing planning using communication channel (above the line and below the line). The planning of internal customer by Brand Induction, training, inspiration briefing at store, and innovation competition. The evaluation of rebranding process of Gramedia Store is having a focus group discussion with customer, media monitoring, and presentation to BOD.Keywords : Process, Corporate Rebranding, Stakeholder Awareness, Corporate Identity, Gramedia StoreAbstrak.Tujuan penelitian ini adalah untuk mengetahui bagaimana tahapan analisis, perencanaan, dan evaluasi proses corporate rebranding Gramedia Book Store menjadi Gramedia Store untuk meningkatkan stakeholder awareness. Pendekatan yang digunakan adalah kualitatif dengan paradigma positivisme dan jenis studi deksriptif. Teknik pengumpulan data yang dilakukan melalui wawancara mendalam, observasi, dan studi pustaka. Berdasarkan hasil penelitian, tahapan analisis dilakukan dengan menganalisis pasar melalui insights dan foresights, audit merek dengan analisis SWOT, dan mengidentifikasi peluang. Dalam tahapan perencanaan dengan menentukan tujuan kemudian menentukan target audiens, yaitu eksternal dan internal. Perencanaan kepada external customer dilakukan dengan perubahan nama dan identitas perusahaan, melakukan perencanaan publikasi dan pemasaran menggunakan saluran komunikasi baik above the line dan below the line. Perencanaan kepada internal customer dilakukan dengan mengadakan brand induction, training, briefing inspirasi, dan lomba inovasi. Evaluasi dalam proses rebranding Gramedia Store dilakukan dengan focus group discussion dengan customer, media monitoring, dan presentasi ke BOD.Kata kunci : Proses, Corporate Rebranding, Stakeholder Awareness, Identitas Perusahaan, Gramedia Store

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46

Doan, Petra L. "Re-Orienting Planning Practice." Urban Planning 8, no. 2 (May 22, 2023): 277–80. http://dx.doi.org/10.17645/up.v8i2.7033.

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This commentary reflects on the articles in the thematic issue on queering urban planning and municipal governance and the ways that they suggest that planning practice must be re-oriented to be more inclusive and incorporate more insurgent perspectives. Planning practice is susceptible to capture by neo-liberal corporate interests that marginalize vulnerable queer populations. More insurgent planning approaches are needed to resist the corporate take-over of queer spaces by empowering the voices of LGBTQ+ people.

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47

Mustapha Abu, Martins. "The interplay of corporate tax planning and corporate governance on firm value: Evidence from listed NGX consumer goods firms." Investment Management and Financial Innovations 19, no. 2 (May 16, 2022): 130–42. http://dx.doi.org/10.21511/imfi.19(2).2022.11.

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The study investigates the interactive impact of tax planning and CG on firm value of the listed Nigerian consumer goods firms by examining whether this relationship is further strengthened or weakened in the presence of strong corporate governance. From the population of the entire 21 consumer goods firms of the Nigerian Exchange (NGX), 19 firms with complete data were selected as a sample. Data were collected from the annual reports of these firms and both descriptive and inferential analyses were employed to estimate the relationship between the variables. Tax planning was measured using the effective tax rate and book-tax difference, firm value using Tobin’s q, while corporate governance was measured using board independence. The fixed effect panel regression was used to estimate the relationship. The study revealed a positive relationship between tax planning (for both proxies) and firm value although the relationship is statistically insignificant (p = 0.0981 and 0.387). Also, there is limited evidence to support the assertion that the interactive effect of tax planning and firm value is significantly moderated by corporate governance (p = 0.818). The combined implication is that evidence on the moderating effect of corporate governance on tax planning and firm value is limited and should be interpreted with caution suggesting that more empirical research should be carried out in this area. In addition, shareholders should demand more disclosure of tax-related matters as this will help prevent information asymmetry, improve monitoring, and increase the value effectiveness of tax planning.

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48

Elang H, Tommi, and Bambang Hadi Prabowo. "Strategic Planning for Human Resources, Technology, and Organizational Performance." SPLASH Magz 1, no. 2 (April 21, 2021): 101–4. http://dx.doi.org/10.54204/splashmagzvol1no1pp101to104.

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This study examines company profits, sales (product price multiplied by total products sold), employee performance as reflected by total production x product price, corporate social responsibility funds and employee welfare as reflected in employee income in 25 public companies listed on the IDX. Indonesian random sampling uses secondary data from annual reports published by related companies which are then quantitatively processed using the moving average autoregression method. We find that corporate social responsibility along with sales, employee performance and employee welfare is positively related to company profits.

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49

Suriawinata, Iman Sofian, and Siti Almurni. "Corporate tax planning, the use of SPV, board independence, and firm value." Jurnal Ekonomi dan Bisnis 26, no. 1 (March 9, 2023): 67–90. http://dx.doi.org/10.24914/jeb.v26i1.6383.

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Although many studies discuss the significant role of special purpose vehicles (SPVs) in the corporate tax planning context, no prior empirical research exists on the value relevance of such use. Our study fills the gap by investigating the impact of the use of SPVs in corporate tax planning on firm value. Since tax planning is a risky endeavor, of particular interest is the role of corporate governance mechanisms in ensuring that firms select optimal levels of corporate tax planning activities and preventing managerial diversion of tax-saving related cash flows. Using moderated regression analysis on a sample of 119 listed non-financial firms from 2013 to 2017, we find that the use of SPVs in corporate tax planning enhances firm value and that corporate tax planning moderated by board independence also increases firm value.

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50

Owens, Jay, and Lila Nema. "The role of manpower planning in the corporate planning process." South African Journal of Business Management 19, no. 2 (June 30, 1988): 45–56. http://dx.doi.org/10.4102/sajbm.v19i2.970.

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The purpose of this article is to evaluate how wide-spread the use of, as well as how comprehensive manpower planning is in South African organizations. It also explores how well integrated manpower planning is in the strategic planning of organizations. A review of the planning and corporate planning literature is undertaken. A sample of 25 companies from the Financial Mail 'Top 100 Companies' was selected for analysis. Conclusions are drawn from the findings, and a list of recommendations has been drawn up which will enable companies to improve their manpower planning in a changing South Africa.Die doelwit van hierdie artikel is om ondersoek in te stel na die omvattendheid asook die deeglikheid van mannekragbeplanning in Suid-Afrikaanse maatskappye. Dit is verder 'n ondersoek na hoe geintegreerd hierdie mannekragbeplanning in die strategiese beplanning van hierdie maatskappye is en bied 'n literere oorsig van die veld aan. Vyf-en-twintig maatskappye uit die Financial Mail 'Top 100 Companies' is ontleed. Met die gevolgtrekkings wat uit die ondersoek voortgespruit het, is 'n lys van aanbevelings opgestel van wat 'n maatskappy kan doen om mannekragbeplanning op te knap in 'n veranderende Suid-Afrika.

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