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 14: Agency in Management of Change: Bringing in Relationality, Situatedness and Foresight

Ahu Tatli and Mustafa F. Özbilgin

Subjects: business and management, strategic management


Ahu Tatli and Mustafa F. Özbilgin Introduction There is an overwhelming preoccupation in the management literature with predicting the future and capitalizing on the opportunities that such a vision may offer. This is due to a recognition of the primacy of foresight in economic development (Harper and Georghiou, 2005). Decades of unprecedented growth of the literatures on foresight (Costanzo, 2004; Tsoukas and Shepherd, 2004), forecasting (Chuls, 2003) and intuition (Simon, 1987; Agor, 1986) in management is indicative of this preoccupation. However, we contend that this very literature is littered with conceptions of foresight which do not attend to interplay of foresight and change agency. Indeed, foresight is often considered as an organizational and strategic issue, rather than a phenomenon which essentially resides at the level of the individual, as an essential part of individual agency. We focus on foresight as an aspect of change agency in the management of change literature and explore: (i) what deems framing of change agency weak in the management of change literature and (ii) whether it is possible to address inadequacies of the change agency literature through reframing of foresight. Finally, we call for a framework which captures the multidimensional nature of change agency, and which refers to change agency in contextual, relational and temporal terms. Agency is a central theme in change management scholarship. However, we demonstrate in this chapter that change management literature’s portrayal of agency does not do justice to the complexity of the concept. We try to disentangle the concept...

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