Scenario planning: 'ways of knowing', methodologies and shifting conceptual landscape
by David Sarpong; Joseph Amankwah-Amoah
International Journal of Foresight and Innovation Policy (IJFIP), Vol. 10, No. 2/3/4, 2015

Abstract: Scenario planning in recent times has become one of the strategic tools used by organisations to probe their uncertain and fleeting business environment. In this paper, we provide a synthesis of the configuration of knowledge underpinning scenario generation, their construction, and the methodologies underpinning them in practice. We also offer brief insight into the shifting conceptual landscape in theorising scenario planning. We contend that such knowledge has the potential to broaden our understanding of the value of scenario planning to organisational competitiveness as we struggle to bridge the growing gulf between the theory and practice of scenario planning in organising. As an introduction to the special issue on scenario planning, we also provide a brief outline of the papers contained in the issue.

Online publication date: Wed, 27-Jan-2016

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Foresight and Innovation Policy (IJFIP):
Login with your Inderscience username and password:

    Username:        Password:         

Forgotten your password?


Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com