Purpose -The theoretical value of scenario-planning as a strategic tool is well recognized in literature. The research objective is to explore the corporate reasoning of formal and informal usage (or non-usage) of scenario-planning in strategic decision-making. Design/Methodology/Approach -An overview of the relevant literature on scenario-planning as a strategic decision-making tool in the context of complexity and uncertainty is presented, in combination with 15 case studies on executives in the South African context. Findings -The findings are based on a study in the emerging market context. From the case studies reported it is evident that industry, organizational and leadership related factors influence the effective use or non-use of scenario-planning. Research limitations/implications -Empirical findings are reported, contributing to an assessment framework to revisit the usage of formal and informal scenario-planning in strategic decision-making. Further research to determine which supportive tools and technologies should be used for scenario-planning across multiple contexts is needed. Practical implications -The study expands upon previous insights into the formal and informal usage (or non-usage) of scenario-planning in strategic decision-making based on an emerging market context. Originality/value -This study contributes to understanding the value of scenario-planning in complex contexts that require strategic adaptability, and offers a hands-on toolkit and shortlist of assessment criteria to conceptualize the organizational reasoning and scholarly framing of formal, informal or non-scenario planning in strategic decision-making.
Purpose-To explore the corporate requirements, benefits and inhibitors of scenario-planning in strategic decision-making. Design/Methodology/Approach-Based on a sample of fifteen case studies with executives in the South African context to reveal the perceived corporate requirements, benefits and inhibitors of scenario-planning. Findings-From the cases it is evident that industry, organizational and leadership related factors enable or inhibit scenario-planning. Requirements, benefits and inhibitors are revealed in strategic decision-making. Research limitation/implications-Further research to determine supportive tools and technologies for enabling scenario-planning across multiple contexts is needed. Practical implications-Expands insights into the requirements, benefits and inhibitors of scenario-planning in strategic decision-making. Originality/value-Given the increasing complexity of the business environment, a framework of scenario-thinking is presented and recommend greater emphasis on developing strategic decision-making competence, changed mindsets, and organizational agility.
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