Handbook of Research on Strategy and Foresight (Research Handbooks in Business and Management series)

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 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 fields of strategic management are brought together to offer innovative and multi-disciplinary perspectives on the past, present and future of strategy formulation 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 Title Page......Page 4 Copyright......Page 5 Contents......Page 6 Contributors......Page 9 Introduction......Page 22 PART I PROBING THE FUTURE: CULTIVATING STRATEGIC FORESIGHT......Page 34 1 Redefining strategic foresight: ‘fast’ and ‘far’ sight via complexity science......Page 36 2 Anticipating critique and occasional reason: modes of reasoning in the face of a radically open future......Page 69 3 Strategic foresight......Page 87 4 The symbolism of foresight processes in organizations......Page 103 5 Strategic foresight: counterfactual and prospective sensemaking in enacted environments......Page 111 6 Modal narratives, possible worlds and strategic foresight......Page 134 7 Scenarios as knowledge transformed into strategic ‘re-presentations’: the use of foresight studies to help shape and implement strategy......Page 149 8 Researching the organization–environment relationship......Page 165 PART II FORESIGHT AND ORGANIZATIONAL BECOMING: STRATEGY PROCESS, PRACTICE AND CHANGE......Page 188 9 Strategizing as practising: strategic learning as a source of connection......Page 190 10 Improvisational bricolage: a practice-based approach to strategy and foresight......Page 203 11 Micro-political strategies and strategizing in multinational corporations: the case of subsidiary mandate change......Page 221 12 How organizational DNA works......Page 240 13 Making sense of organizational becoming: the need for essential stabilities in organizational change......Page 255 14 Agency in management of change: bringing in relationality, situatedness and foresight......Page 270 15 The role of resources in institutional entrepreneurship: insights for an approach to strategic management that combines agency and institution......Page 281 PART III SHAPING THE FUTURE: STRATEGIZING AND INNOVATION......Page 296 16 The role of middle managers in enabling foresight......Page 298 17 Hollow at the top: (re)claiming the responsibilities of leadership in strategizing......Page 318 18 Visions and innovation strategy......Page 330 19 Innovation through ambidexterity: how to achieve the ambidextrous organization......Page 345 20 Fast cycle capability: a conceptual integration......Page 364 21 Interactions with customers for innovation......Page 383 22 Organizational innovation of the Toyota Group......Page 401 PART IV RESPONDING TO THE FUTURE: INTUITION, INERTIA AND STRATEGIC FLEXIBILITY......Page 412 23 The role of intuition in strategic decision making......Page 414 24 (Un) great expectations: effects of underestimations and self-perception on performance......Page 439 25 Strategic foresight and the role of organizational memory within a punctuated equilibrium framework......Page 456 26 Adaptation, inertia and the flexible organization: a study of the determinants of organizational flexibility in an emerging economy......Page 474 27 Addressing path dependency in the capabilities approach: historicism and foresight meet on the ‘road less travelled’......Page 506 28 Dynamic knowledge creation......Page 526 29 Foreseeing the problem of conformity in strategy teaching, research and practice......Page 539 Index......Page 550 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. This Important Handbook Explores How To Make Sense Of Dynamic Environments And Respond Strategically To Them During The 21st Century. Leading Scholars Of Strategic Management Are Brought Together To Offer Innovative And Multi-disciplinary Perspectives On The Past, Present And Future Of Strategy Formulation 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. Explores dynamic environments and the appropriate strategic responses to them in the 21st century. This handbook offers multi-disciplinary perspectives on the past, present and future of strategy formulation and foresight. It is suitable for academics, students and practitioners interested in this important phenomenon How can we make sense of dynamic environments and respond strategically to them during the 21st century? This multi-disciplinary volume covers four key areas: strategy and foresight processes ; strategy innovation for the future ; understanding the future ; and strategically responding to the future