Handbook of Research on Strategy and Foresight

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