Authors: David Sarpong; Joseph Amankwah-Amoah
Addresses: Bristol Business School, University of the West of England, UK ' School of Economics, Finance & Management, Bristol University, UK
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.
Keywords: historical analysis; counterfactual analysis; peripheral vision; scenario planning; strategic analysis; scenario generation; scenarios.
International Journal of Foresight and Innovation Policy, 2015 Vol.10 No.2/3/4, pp.75 - 87
Available online: 25 Jan 2016 *Full-text access for editors Access for subscribers Purchase this article Comment on this article