Abstract
Scenario planning emanates from ‘strategy’ rooted in a ‘substantive’ mode of thinking that unproblematically presumes an organization-environment dichotomy. By viewing stability and change as antitheses where one works at the expense of the other, such a conceptualization does not account for the counter-intuitive and unintended consequences of planned action. We therefore propose an alternative mode of theorizing which draws inspiration from a processual worldview. We develop and apply this understanding to scenario planning at a leading Scottish whisky producer. In doing so, we expose the limitations of traditional scenario planning. Then by applying ‘relational thinking’, we address these limitations and demonstrate how a processual re-conceptualizing not only revitalizes scenario planning but also furthers its functional utility while designing goals, actions and aspirations for organizations.
Original language | English |
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Number of pages | 7 |
Publication status | Published - 20 Jun 2013 |
Event | Strategic Management Society: Strategy in Complex Settings Conference - Glasgow, United Kingdom Duration: 20 Jun 2013 → 22 Jun 2013 |
Conference
Conference | Strategic Management Society: Strategy in Complex Settings Conference |
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Country/Territory | United Kingdom |
City | Glasgow |
Period | 20/06/13 → 22/06/13 |
Keywords
- scenario planning
- relational thinking
- processual re - conceptualizing