Description
Book SynopsisThis 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.
Table of ContentsContents: 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
