Top management team hyperopia

David MacKay, George Burt, Andrew Perchard

    Research output: Contribution to conferencePaperpeer-review


    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.
    Original languageEnglish
    Publication statusUnpublished - 8 Oct 2012
    Event32nd Strategic Management Society Conference - Prague, Czech Republic
    Duration: 6 Oct 20129 Oct 2012


    Conference32nd Strategic Management Society Conference
    Abbreviated titleSMS 2012
    Country/TerritoryCzech Republic


    • hyperopia
    • managerial hyperopia
    • strategic foresight techniques


    Dive into the research topics of 'Top management team hyperopia'. Together they form a unique fingerprint.

    Cite this