Hardback
Handbook of Research on Strategy and Foresight
Drawing together a collection of 29 original chapters, the Handbook makes an invaluable contribution to theory and practice by stimulating disciplined, rigorous and imaginative enquiry into the relationship between strategy and foresight. Leading scholars in the field of strategic management are brought together to offer innovative and multi-disciplinary perspectives on the past, present and future of strategy formation and foresight. In so doing, they challenge research in four key areas: strategy and foresight processes; strategy innovation for the future; understanding the future; and strategically responding to the future.
More Information
Contributors
Contents
More Information
This important Handbook explores and evaluates dynamic environments and the appropriate strategic responses to them in the 21st century.
Drawing together a collection of 29 original chapters, the Handbook makes an invaluable contribution to theory and practice by stimulating disciplined, rigorous and imaginative enquiry into the relationship between strategy and foresight. Leading scholars in the field of strategic management are brought together to offer innovative and multi-disciplinary perspectives on the past, present and future of strategy formation and foresight. In so doing, they challenge research in four key areas: strategy and foresight processes; strategy innovation for the future; understanding the future; and strategically responding to the future.
The Handbook of Research on Strategy and Foresight is a comprehensive resource that will be invaluable for academics, students and practitioners interested in this important phenomenon.
Drawing together a collection of 29 original chapters, the Handbook makes an invaluable contribution to theory and practice by stimulating disciplined, rigorous and imaginative enquiry into the relationship between strategy and foresight. Leading scholars in the field of strategic management are brought together to offer innovative and multi-disciplinary perspectives on the past, present and future of strategy formation and foresight. In so doing, they challenge research in four key areas: strategy and foresight processes; strategy innovation for the future; understanding the future; and strategically responding to the future.
The Handbook of Research on Strategy and Foresight is a comprehensive resource that will be invaluable for academics, students and practitioners interested in this important phenomenon.
Contributors
Contributors: E.P. Antonacopoulou, J. Battilana, M. Boisot, C. Booth, G. Burt, W. Chu, P. Clark, S.R. Clegg, I. Colville, L.A. Costanzo, A. Cuervo-Cazurra, M.P. Cunha, J.V. da Cunha, A. Delahaye-Dado, C. Dörrenbächer, R. Durand, T. Durand, C.M. Fiol, M. Geppert, W. Greenwood, F. Hatani, A. Hatum, G.P. Hodgkinson, B. Leca, R.B. MacKay, C. Markides, C. Marsh, S.K. Masrani, B. McKelvey, P. McKiernan, V.K. Narayanan, A. Nayak, E.J. O’Connor, M.F. Özbilgin, A.M. Pettigrew, T.H. Powell, S. Proctor, M. Rowlinson, E. Sadler-Smith, J. Sapsed, S.W.J.C. Schreven, J.O. Schwarz, D. Seidl, M. Sinclair, A. Tatli, H. Thomas, V. Tzoumpa, C.A. Un, D. van Aaken, G.B. Vit, D. Weir, S.C. Zyglidopoulos
Contents
Contents:
Introduction
Robert Bradley MacKay and Laura A. Costanzo
PART I: PROBING THE FUTURE: CULTIVATING STRATEGIC FORESIGHT
1. Redefining Strategic Foresight: ‘Fast’ and ‘Far’ Sight via Complexity Science
Bill McKelvey and Max Boisot
2. Anticipating Critique and Occasional Reason: Modes of Reasoning in the Face of a Radically Open Future
David Seidl and Dominik van Aaken
3. Strategic Foresight
Ajit Nayak
4. The Symbolism of Foresight Processes in Organizations
Jan Oliver Schwarz
5. Strategic Foresight: Counterfactual and Prospective Sensemaking in Enacted Environments
Robert Bradley MacKay
6. Modal Narratives, Possible Worlds and Strategic Foresight
Charles Booth, Peter Clark, Agnès Delahaye-Dado, Stephen Procter and Michael Rowlinson
7. Scenarios as Knowledge Transformed into Strategic ‘Re-presentations’: The Use of Foresight Studies to Help Shape and Implement Strategy
Thomas Durand
8. Researching the Organization–Environment Relationship
George Burt
PART II: FORESIGHT AND ORGANIZATIONAL BECOMING: STRATEGY PROCESS, PRACTICE AND CHANGE
9. Strategizing as Practising: Strategic Learning as a Source of Connection
Elena P. Antonacopoulou
10. Improvisational Bricolage: A Practice-based Approach to Strategy and Foresight
Miguel Pina e Cunha, João Vieira Da Cunha and Stewart R. Clegg
11. Micro-political Strategies and Strategizing in Multinational Corporations: The Case of Subsidiary Mandate Change
Christoph Dörrenbächer and Mike Geppert
12. How Organizational DNA Works
David Weir, Craig Marsh and Wilf Greenwood
13. Making Sense of Organizational Becoming: The Need for Essential Stabilities in Organizational Change
Ian Colville
14. Agency in Management of Change: Bringing in Relationality, Situatedness and Foresight
Ahu Tatli and Mustafa F. Özbilgin
15. The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management that Combines Agency and Institution
Julie Battilana and Bernard Leca
PART III: SHAPING THE FUTURE: STRATEGIZING AND INNOVATION
16. The Role of Middle Managers in Enabling Foresight
Laura A. Costanza and Vicky Tzoumpa
17. Hollow at the Top: (Re)claiming the Responsibilities of Leadership in Strategizing
C. Marlene Fiol and Edward J. O’Connor
18. Visions and Innovation Strategy
Jonathan Sapsed
19. Innovation through Ambidexterity: How to Achieve the Ambidextrous Organization
Constantinos Markides and Wenyi Chu
20. Fast Cycle Capability: A Conceptual Integration
V.K. Narayanan
21. Interactions with Customers for Innovation
C. Annique Un and Alvaro Cuervo-Cazurra
22. Organizational Innovation of the Toyota Group
Faith Hatani
PART IV: RESPONDING TO THE FUTURE: INTUITION, INERTIA AND STRATEGIC FLEXIBILITY
23. The Role of Intuition in Strategic Decision Making
Marta Sinclair, Eugene Sadler-Smith and Gerard P. Hodgkinson
24. (Un) Great Expectations: Effects of Underestimations and Self-perception on Performance
Rodolphe Durand
25. Strategic Foresight and the Role of Organizational Memory Within a Punctuated Equilibrium Framework
Stelios C. Zyglidopoulos and Stephanie W.J.C. Schreven
26. Adaptation, Inertia and the Flexible Organization: A Study of the Determinants of Organizational Flexibility in an Emerging Economy
Andrés Hatum and Andrew M. Pettigrew
27. Addressing Path Dependency in the Capabilities Approach: Historicism and Foresight Meet on the ‘Road Less Travelled’
Swapnesh K. Masrani and Peter McKiernan
28. Dynamic Knowledge Creation
Taman H. Powell and Howard Thomas
29. Foreseeing the Problem of Conformity in Strategy Teaching, Research and Practice
Gregory B. Vit
Index
Introduction
Robert Bradley MacKay and Laura A. Costanzo
PART I: PROBING THE FUTURE: CULTIVATING STRATEGIC FORESIGHT
1. Redefining Strategic Foresight: ‘Fast’ and ‘Far’ Sight via Complexity Science
Bill McKelvey and Max Boisot
2. Anticipating Critique and Occasional Reason: Modes of Reasoning in the Face of a Radically Open Future
David Seidl and Dominik van Aaken
3. Strategic Foresight
Ajit Nayak
4. The Symbolism of Foresight Processes in Organizations
Jan Oliver Schwarz
5. Strategic Foresight: Counterfactual and Prospective Sensemaking in Enacted Environments
Robert Bradley MacKay
6. Modal Narratives, Possible Worlds and Strategic Foresight
Charles Booth, Peter Clark, Agnès Delahaye-Dado, Stephen Procter and Michael Rowlinson
7. Scenarios as Knowledge Transformed into Strategic ‘Re-presentations’: The Use of Foresight Studies to Help Shape and Implement Strategy
Thomas Durand
8. Researching the Organization–Environment Relationship
George Burt
PART II: FORESIGHT AND ORGANIZATIONAL BECOMING: STRATEGY PROCESS, PRACTICE AND CHANGE
9. Strategizing as Practising: Strategic Learning as a Source of Connection
Elena P. Antonacopoulou
10. Improvisational Bricolage: A Practice-based Approach to Strategy and Foresight
Miguel Pina e Cunha, João Vieira Da Cunha and Stewart R. Clegg
11. Micro-political Strategies and Strategizing in Multinational Corporations: The Case of Subsidiary Mandate Change
Christoph Dörrenbächer and Mike Geppert
12. How Organizational DNA Works
David Weir, Craig Marsh and Wilf Greenwood
13. Making Sense of Organizational Becoming: The Need for Essential Stabilities in Organizational Change
Ian Colville
14. Agency in Management of Change: Bringing in Relationality, Situatedness and Foresight
Ahu Tatli and Mustafa F. Özbilgin
15. The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management that Combines Agency and Institution
Julie Battilana and Bernard Leca
PART III: SHAPING THE FUTURE: STRATEGIZING AND INNOVATION
16. The Role of Middle Managers in Enabling Foresight
Laura A. Costanza and Vicky Tzoumpa
17. Hollow at the Top: (Re)claiming the Responsibilities of Leadership in Strategizing
C. Marlene Fiol and Edward J. O’Connor
18. Visions and Innovation Strategy
Jonathan Sapsed
19. Innovation through Ambidexterity: How to Achieve the Ambidextrous Organization
Constantinos Markides and Wenyi Chu
20. Fast Cycle Capability: A Conceptual Integration
V.K. Narayanan
21. Interactions with Customers for Innovation
C. Annique Un and Alvaro Cuervo-Cazurra
22. Organizational Innovation of the Toyota Group
Faith Hatani
PART IV: RESPONDING TO THE FUTURE: INTUITION, INERTIA AND STRATEGIC FLEXIBILITY
23. The Role of Intuition in Strategic Decision Making
Marta Sinclair, Eugene Sadler-Smith and Gerard P. Hodgkinson
24. (Un) Great Expectations: Effects of Underestimations and Self-perception on Performance
Rodolphe Durand
25. Strategic Foresight and the Role of Organizational Memory Within a Punctuated Equilibrium Framework
Stelios C. Zyglidopoulos and Stephanie W.J.C. Schreven
26. Adaptation, Inertia and the Flexible Organization: A Study of the Determinants of Organizational Flexibility in an Emerging Economy
Andrés Hatum and Andrew M. Pettigrew
27. Addressing Path Dependency in the Capabilities Approach: Historicism and Foresight Meet on the ‘Road Less Travelled’
Swapnesh K. Masrani and Peter McKiernan
28. Dynamic Knowledge Creation
Taman H. Powell and Howard Thomas
29. Foreseeing the Problem of Conformity in Strategy Teaching, Research and Practice
Gregory B. Vit
Index
