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Putting scenarios at the heart of strategy

Putting scenarios at the heart of strategy Submits that many organizations adopt, unwittingly, the rationalist approach to strategy formulation. Reckons that scenarios provide business planners with means of bringing together apparently unconnected fragments of information into views of the future. Posits organizations that develop scenarios to test their strategies, by virtue of the iterative nature of the process, constantly revisit strategies. Concludes the process of articulating tacit knowledge is a strong component of organizational learning. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Putting scenarios at the heart of strategy

The Antidote , Volume 4 (4): 3 – Oct 1, 1999

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Publisher
Emerald Publishing
Copyright
Copyright © 1999 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006711
Publisher site
See Article on Publisher Site

Abstract

Submits that many organizations adopt, unwittingly, the rationalist approach to strategy formulation. Reckons that scenarios provide business planners with means of bringing together apparently unconnected fragments of information into views of the future. Posits organizations that develop scenarios to test their strategies, by virtue of the iterative nature of the process, constantly revisit strategies. Concludes the process of articulating tacit knowledge is a strong component of organizational learning.

Journal

The AntidoteEmerald Publishing

Published: Oct 1, 1999

Keywords: Scenario planning; Strategic management; Management games

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