Handbook of Research on Strategy and Foresight

by Laura Anna Costanzo (Editor), Robert Bradley MacKay (Editor)

Overview

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.

Product Details

ISBN-13:	9781849804882
Publisher:	Edward Elgar Publishing
Publication date:	11/30/2010
Series:	Research Handbooks in Business and Management series
Edition description:	Reprint
Pages:	576
Product dimensions:	6.60(w) x 9.50(h) x 1.20(d)

About the Author

Edited by Laura Anna Costanzo, Associate Professor, Strategy & Innovation, Director of the PhD Programmes and Director of the Centre for Innovation and Enterprise, Southampton Business School, University of Southampton and Robert Bradley MacKay, Professor of Strategy, University of St Andrews, UK

Table of 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