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It is advantageous to link organizational learning with strategies for restructuring, business process re-engineering and corporate transformation. Such radical change can best succeed if attention is first paid to overall organizational readiness. Suggests a framework for conducting this type of "change audit". Concepts of the learning organization can be utilized to "change proof " the firm-to increase its capacity to withstand and exploit unexpected and rapid change. Makes recommendations for combining implementation of a learning approach to strategy with successful, proactive change management.

Do foreign direct investment (FDI) and international business ventures promote positive social and economic development in emerging nations? This question will always prove contentious. First, the impacts differ according to context. Second, the social consequences and spillover effects of knowledge diffusion and technologysharing may be limited and hard to measure. Third, contributions to enhancing social responsibility and improving living standards in host countries are delayed in effect, causally complex, and also hard to measure. Outcomes often critically depend on collaboration of governments, international institutions, the business world, and nongovernmental organizations (NGOs). Research in this area is challenging and requires interdisciplinary collaboration between economists, financial experts, sociologists, ethicists, and other specialists. This paper explores: (1) the evidence to support the proposition that FDI and international business improve social conditions in less-developed countries, and: (2) how these improvements are linked to strategies of corporate social responsibility (CSR) and ethical business practice. The paper draws insights from development, FDI, poverty alleviation, and bottom-of-thepyramid (BOP) literature. Applications are demonstrated using examples from poverty-stricken areas of Sub-Saharan Africa. The paper attempts not only to argue theoretically but also to provide practical evidence. The approach is simultaneously descriptive, analytical, and prescriptive in order to address a wide audience. It also highlights issues and trends for further academic research and presents the viewpoint that some limitations lie in the nature of ethics frameworks widely referenced in business and that these often fail to consider the compatibility of ethical constructs with relevant incentives. In this vein, we explore the application of Homann's framework for advantage and incentive-based ethics.

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PurposeThe purpose of this paper is to describe the application of scenario planning methods to: identifying disruptive innovations at an early stage, mapping out potential development paths for such innovations, and building appropriate organizational capabilities.Design/methodology/approachA combination of scenario planning with technology road‐mapping, expert analysis and creative group processes. The techniques described can be integrated with traditional tools of strategic technology planning. The paper presents a short illustrative case study and examples from practice.FindingsScenario techniques can be successfully applied to analysing disruptive innovation.Practical implicationsScenario techniques help guide managers to more effective decision making by preparing for a wide range of uncertainty and by counteracting typical biases of over‐optimism and decision “framing”. The techniques presented can be used in executive development and in strategic planning for innovative and high‐tech industries.Originality/valueThis paper presents a novel way to combine scenario methods with technology road‐mapping and creative group analysis. It also provides an overview of the literature and research related to scenario planning for disruptive innovation.