Designs for Environmental Scanning Systems: Tests of a Contingency Theory

Yasai-Ardekani, Masoud; Nystrom, Paul C.

doi:10.1287/mnsc.42.2.187

Cited by 118 publications

(93 citation statements)

References 62 publications

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“…The underlying point for this debate is which kind of environment is aimed at. Yasai-Ardekani and Nystrom (1996) make a distinction between the general environment and the task environment. The general environment includes socio-cultural, economic and governmental pressures, whereas the task environment encompasses product-market environment and factor-market pressures.…”

Section: Contingency Theorymentioning

confidence: 99%

Supply chain integration, quality management and firm performance of pork processing industry in China

jinsoo¹

2009

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Section: Contingency Theorymentioning

confidence: 99%

Supply chain integration, quality management and firm performance of pork processing industry in China

jinsoo¹

2009

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“…Environmental scanning (ES) is a system allowing information about an organization's external environment to be collected and exploited for strategic purposes (Albright 2004;Choo 1999;McEwen 2008;Yasai-Ardekani and Nystrom 1996). It applies to the existing environment and to an anticipated environment.…”

Section: Part I Environmental Scanningmentioning

confidence: 99%

“…Two general measures of scanning strategy are frequency and scope (Beal 2000;Yasai-Ardekani and Nystrom 1996). The scope of a scanning effort may include industry competitor analysis, marketing research, market-organization alignment, consumer analysis, new product development, supplier capability, and service innovations (Daft and Weick 1984;Grant 1998).…”

Section: Scanning Success Factorsmentioning

confidence: 99%

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the desired end-state of a global value chain (GVC) with direct linkages to strategic enactment. In this paper, the author describes this gap and develops a capability to create a task plan from a situational ES. The need for ES customization is further validated as a result of the change during a transformation or adaptation, hence the need for a localized feedback mechanism.

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“…Difficulty in organizing the process Lacking a standard method, organizations have difficulty organizing the various stages of the S.Scan process Calori, 1988;Yasai-Ardekani & Nystrom, 1996.…”

Section: Barriers Description Literaturementioning

confidence: 99%

Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

Lesca¹,

Caron-Fasan²,

Loza-Aguirre³

et al. 2016

Systèmes d'Information &Amp; Management

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This research is reporting on the pre-adoption of Strategic Scanning (S.Scan) information systems (IS). More specifically, it relates to the pre-adoption phase, that is, the emergence of the idea of such a system and the evaluation of its need for the organization, upstream of any technological consideration. The research question is the following: what are the drivers and barriers that influence the pre-adoption of a S.Scan IS? The objective of this research is to extend knowledge on a subject that has received little attention from the scholars. Research's originality relies on the use of isomorphic processes from neo-institutional framework to study pre-adoption in the field of S.Scan. On the basis of a multi-method research combining qualitative and quantitative exploratory studies in the specific field of sustainable supply chains (SSC), our results highlight 31 drivers and barriers to pre-adoption of S.Scan IS, ten of which have not been identified before, and five types of pressures. They therefore suggest that pre-adoption of S.Scan IS can be subject to both functional and institutional pressures. It can be driven either by competitiveness or conformism pressures, and hindered by performance objectives or lack of coercive pressures. Finally, these results put a question mark about the understanding of the strategic dimension of S.Scan IS by organisations, and the government's role and its responsibility for promoting SSC initiatives and for the adoption of S.Scan IS on this issue.

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Designs for Environmental Scanning Systems: Tests of a Contingency Theory

Cited by 118 publications

References 62 publications

Supply chain integration, quality management and firm performance of pork processing industry in China

Supply chain integration, quality management and firm performance of pork processing industry in China

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

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