Table of Contents

Handbook of Research on Strategy and Foresight

Handbook of Research on Strategy and Foresight

Elgar original reference

Edited by Laura Anna Costanzo and Robert Bradley MacKay

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.

Chapter 4: The Symbolism of Foresight Processes in Organizations

Jan Oliver Schwarz

Subjects: business and management, strategic management

Extract

* Jan Oliver Schwarz Introduction Organizations face a more complex and dynamic environment than ever, one that is characterized by discontinuities and an uncertain future – a state that is most likely to continue. The major task for managers today is to make decisions, formulate strategies and execute strategic management systems in such an environment. It is obvious that the imperative of ‘predict and prepare’, as the foundation of the neoclassical school of management (Gharajedaghi 1999), is no longer appropriate for organizations in such an environment. In the past, many concepts were used to detect ‘weak signals’ of change, or trends, in the organizational environment. The goal of these concepts was to give organizations the chance to react to or act on these developments in advance. Other concepts have been developed to think about the future of an organization and incorporate that vision of the future into planning processes. These concepts include futures studies (Masini 1993; Cornish 2004), particularly the scenario technique (Fahey and Randall 1998), strategic issue management (Ansoff 1980) or strategic early warning systems (Schwarz 2005), strategic foresight (Tsoukas and Shepherd 2004a), and, in a broader sense, competitive intelligence (Gilad 2004). Overall, these concepts are enjoying greater attention than ever from the corporate world (van der Heijden 2004; Schwarz 2006). However, referring to the field of organizational symbolism, understanding that symbolism is the production of meaning through the use of symbols (Jones 1996) and that a symbol is a sign which denotes something much greater than itself (Morgan et al....

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