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Scenario-planning in strategic decision-making: requirements, benefits and inhibitors

Scenario-planning in strategic decision-making: requirements, benefits and inhibitors The purpose of this paper is to explore the corporate requirements, benefits and inhibitors of scenario planning in strategic decision-making.Design/methodology/approachThis paper is based on a sample of 15 case studies with executives in the South African context to reveal the perceived corporate requirements, benefits and inhibitors of scenario-planning.FindingsFrom the cases, it is evident that industry-, organizational- and leadership-related factors enable or inhibit scenario planning. Requirements, benefits and inhibitors are revealed in strategic decision-making.Research limitations/implicationsFurther research to determine supportive tools and technologies for enabling scenario-planning across multiple contexts is needed.Practical implicationsThis paper expands insights into the requirements, benefits and inhibitors of scenario-planning in strategic decision-making.Originality/valueGiven the increasing complexity of the business environment, a framework of scenario-thinking is presented and recommend greater emphasis on developing strategic decision-making competence, changed mindsets and organizational agility. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png foresight Emerald Publishing

Scenario-planning in strategic decision-making: requirements, benefits and inhibitors

foresight , Volume 20 (6): 20 – Nov 14, 2018

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References (67)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1463-6689
DOI
10.1108/fs-04-2018-0036
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to explore the corporate requirements, benefits and inhibitors of scenario planning in strategic decision-making.Design/methodology/approachThis paper is based on a sample of 15 case studies with executives in the South African context to reveal the perceived corporate requirements, benefits and inhibitors of scenario-planning.FindingsFrom the cases, it is evident that industry-, organizational- and leadership-related factors enable or inhibit scenario planning. Requirements, benefits and inhibitors are revealed in strategic decision-making.Research limitations/implicationsFurther research to determine supportive tools and technologies for enabling scenario-planning across multiple contexts is needed.Practical implicationsThis paper expands insights into the requirements, benefits and inhibitors of scenario-planning in strategic decision-making.Originality/valueGiven the increasing complexity of the business environment, a framework of scenario-thinking is presented and recommend greater emphasis on developing strategic decision-making competence, changed mindsets and organizational agility.

Journal

foresightEmerald Publishing

Published: Nov 14, 2018

Keywords: Scenario planning

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