Top management team hyperopia

David MacKay, George Burt, Andrew Perchard

    Research output: Contribution to conferencePaper

    Abstract

    Hyperopia describes the condition of being able to focus with acuity on that which is far off (temporally, spatially or cognitively) whilst experiencing difficulty in interpreting and acting on that which is close at hand. In this paper, managerial hyperopia is empirically explored as an unintended consequence of a top management team’s shared preference for strategic foresight generating practices. Data from a single in-depth case study, analysed through a realist social theoretical lens, is used to explore underlying factors and potential implications of managerial hyperopia. Our findings suggest that managerial hyperopia emerges from top management team practices privileging strategic foresight over strategic insight. These practices encapsulate a relatively frequent exposure to external institutional actors and infrequent interaction with internal organizational actors. Whilst strategic foresight techniques are intended to generate learning towards achieving long term organizational growth and survival, short term consequences of managerial hyperopia appear to harm the performance and sustainability of the organization. To avoid the emergence of managerial hyperopia, practitioners engaging in strategic foresight techniques are urged to undertake complementary strategic insight generating techniques focussed on the here and now. Further replication studies are suggested to establish the generalizability of the implications developed.

    Conference

    Conference32nd Strategic Management Society Conference
    Abbreviated titleSMS 2012
    CountryCzech Republic
    CityPrague
    Period6/10/129/10/12

    Fingerprint

    Top management teams
    Strategic foresight
    Organizational growth
    Replication
    Interaction
    Unintended consequences
    Factors
    Generalizability
    Sustainability

    Keywords

    • hyperopia
    • managerial hyperopia
    • strategic foresight techniques

    Cite this

    MacKay, D., Burt, G., & Perchard, A. (2012). Top management team hyperopia. Paper presented at 32nd Strategic Management Society Conference, Prague, Czech Republic.
    MacKay, David ; Burt, George ; Perchard, Andrew. / Top management team hyperopia. Paper presented at 32nd Strategic Management Society Conference, Prague, Czech Republic.
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    MacKay, D, Burt, G & Perchard, A 2012, 'Top management team hyperopia' Paper presented at 32nd Strategic Management Society Conference, Prague, Czech Republic, 6/10/12 - 9/10/12, .

    Top management team hyperopia. / MacKay, David; Burt, George; Perchard, Andrew.

    2012. Paper presented at 32nd Strategic Management Society Conference, Prague, Czech Republic.

    Research output: Contribution to conferencePaper

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    T1 - Top management team hyperopia

    AU - MacKay, David

    AU - Burt, George

    AU - Perchard, Andrew

    PY - 2012/10/8

    Y1 - 2012/10/8

    N2 - Hyperopia describes the condition of being able to focus with acuity on that which is far off (temporally, spatially or cognitively) whilst experiencing difficulty in interpreting and acting on that which is close at hand. In this paper, managerial hyperopia is empirically explored as an unintended consequence of a top management team’s shared preference for strategic foresight generating practices. Data from a single in-depth case study, analysed through a realist social theoretical lens, is used to explore underlying factors and potential implications of managerial hyperopia. Our findings suggest that managerial hyperopia emerges from top management team practices privileging strategic foresight over strategic insight. These practices encapsulate a relatively frequent exposure to external institutional actors and infrequent interaction with internal organizational actors. Whilst strategic foresight techniques are intended to generate learning towards achieving long term organizational growth and survival, short term consequences of managerial hyperopia appear to harm the performance and sustainability of the organization. To avoid the emergence of managerial hyperopia, practitioners engaging in strategic foresight techniques are urged to undertake complementary strategic insight generating techniques focussed on the here and now. Further replication studies are suggested to establish the generalizability of the implications developed.

    AB - Hyperopia describes the condition of being able to focus with acuity on that which is far off (temporally, spatially or cognitively) whilst experiencing difficulty in interpreting and acting on that which is close at hand. In this paper, managerial hyperopia is empirically explored as an unintended consequence of a top management team’s shared preference for strategic foresight generating practices. Data from a single in-depth case study, analysed through a realist social theoretical lens, is used to explore underlying factors and potential implications of managerial hyperopia. Our findings suggest that managerial hyperopia emerges from top management team practices privileging strategic foresight over strategic insight. These practices encapsulate a relatively frequent exposure to external institutional actors and infrequent interaction with internal organizational actors. Whilst strategic foresight techniques are intended to generate learning towards achieving long term organizational growth and survival, short term consequences of managerial hyperopia appear to harm the performance and sustainability of the organization. To avoid the emergence of managerial hyperopia, practitioners engaging in strategic foresight techniques are urged to undertake complementary strategic insight generating techniques focussed on the here and now. Further replication studies are suggested to establish the generalizability of the implications developed.

    KW - hyperopia

    KW - managerial hyperopia

    KW - strategic foresight techniques

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    M3 - Paper

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    MacKay D, Burt G, Perchard A. Top management team hyperopia. 2012. Paper presented at 32nd Strategic Management Society Conference, Prague, Czech Republic.