Scenario Planning as Organizational Intervention: An Integrative Framework and Future Research Directions

Jose Balarezo, Bo Bernhard Nielsen

    Research output: Contribution to journalReviewResearchpeer-review

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    Abstract

    Purpose: This paper identifies four areas in need of future research to enhance our theoretical understanding of scenario planning, and sets the basis for future empirical examination of its effects on individual and organizational level outcomes.
    Design/methodology/approach: This paper organizes existing contributions on scenario planning within a new consolidating framework that includes antecedents, processes, and outcomes. The proposed framework allows for integration of the extant literature on scenario planning from a wide variety of fields, including strategic management, finance, human resource management, operations management, and psychology.
    Findings: This study contributes to research by offering a coherent and consistent framework for understanding scenario planning as a dynamic process. As such, it offers future researchers with a systematic way to ascertain where a particular study may be located in the SP process and, importantly, how it may influence – or be influenced by – various factors in the process.
    Originality/value: This study offers specific research questions and precise guidelines to future scholars pursuing research on SP.
    Original languageEnglish
    JournalReview of International Business and Strategy
    Volume27
    Issue number1
    Pages (from-to)2-52
    Number of pages51
    ISSN2059-6014
    DOIs
    Publication statusPublished - 2017

    Keywords

    • Intervention
    • Organizational learning
    • Scenario planning
    • Strategic renewal

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