Scenarios in the strategy process: a framework of affordances and constraints
Abstract This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden...
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Online Access: | https://doi.org/10.1186/s40309-019-0160-5 |
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doaj-c350fa72fa26456883de9b7045e077042021-01-03T12:09:15ZengSpringerOpenEuropean Journal of Futures Research2195-41942195-22482019-12-017111410.1186/s40309-019-0160-5Scenarios in the strategy process: a framework of affordances and constraintsVictor Tiberius0Faculty of Economics and Social Sciences, University of PotsdamAbstract This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory’s specific lens shows that the emergence of such attributes depends on the users’ specific intentions.https://doi.org/10.1186/s40309-019-0160-5AffordancesManagementOrganizationsScenario planningStrategic foresight |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Victor Tiberius |
spellingShingle |
Victor Tiberius Scenarios in the strategy process: a framework of affordances and constraints European Journal of Futures Research Affordances Management Organizations Scenario planning Strategic foresight |
author_facet |
Victor Tiberius |
author_sort |
Victor Tiberius |
title |
Scenarios in the strategy process: a framework of affordances and constraints |
title_short |
Scenarios in the strategy process: a framework of affordances and constraints |
title_full |
Scenarios in the strategy process: a framework of affordances and constraints |
title_fullStr |
Scenarios in the strategy process: a framework of affordances and constraints |
title_full_unstemmed |
Scenarios in the strategy process: a framework of affordances and constraints |
title_sort |
scenarios in the strategy process: a framework of affordances and constraints |
publisher |
SpringerOpen |
series |
European Journal of Futures Research |
issn |
2195-4194 2195-2248 |
publishDate |
2019-12-01 |
description |
Abstract This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory’s specific lens shows that the emergence of such attributes depends on the users’ specific intentions. |
topic |
Affordances Management Organizations Scenario planning Strategic foresight |
url |
https://doi.org/10.1186/s40309-019-0160-5 |
work_keys_str_mv |
AT victortiberius scenariosinthestrategyprocessaframeworkofaffordancesandconstraints |
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1724350753598865408 |