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Evaluates the classical theoretical framework of planning and its relevancy in an international context. Additionally, it integrates Hofstede’s model of cultural dimensions into the discussion to provide an exploratory analysis of how national culture characteristics may impact cross‐cultural acceptance and application of classical planning principles.

More than a decade after the introduction of the U.S. Export Trading Company Act of 1982, which primarily aimed at helping American firms market their products abroad, the U.S. today still has a great deal to catch up in improving its huge deficit position. To most Americans, it may seem difficult to accept that a superpower like the U.S. has lagged far behind its international trade partners, notably Japan and Germany. But as pointed out by Rossman, there is at least one major contributory factor for the poor performance of the U.S. in its world trade activities.

A great contest is changing American manufacturing firms. Worldwide competitors have imposed growing pressures on American manufacturers to become more competitive. In addition, the rapid advances in manufacturing technology and the recent development of productivity improvement concepts have forced an increasing number of firms to consider incorporating new trends into their manufacturing decisions. In particular, Factory Automation (FA) has received considerable interest among manufacturers.

An analysis of survey data collected from a sample of 98 Fortune 500 industrial companies reveals that expert systems (ESs) are utilized in manufacturing by 52 per cent of the companies, among which ESs are perceived to be more useful in process planning, product design, layout, facility design and maintenance; and less useful in forecasting production demand and reducing accidents/ safety hazards. Some suggestions are offered on integrating ESs with simulation and logistical knowledge, and involving top management in ES development projects to maximize the pay‐off of utilizing ESs in manufacturing.