How Shell’s Domains Link Innovation and Strategy

The Front End of Innovation: Organizing Search for Ideas

“…Other studies reveal how contributors' social networks affect the quantity and quality of ideas (e.g., Baer, ; Björk and Magnusson, ; Burt, ). This literature has also embraced a relational view to explain the quantity of contributions and quality of ideas (e.g., De Stobbeleir, Ashford, and Buyens, ; Kijkuit and van den Ende, ; Perry‐Smith and Shalley, ; Ramírez, Roodhart, and Manders, ). The traditional view was that particularly weak ties and brokering network positions enhance creativity because they give access to new and nonredundant information (Brass, ; Burt, ; Perry‐Smith, ; Perry‐Smith and Shalley, ).…”

Rigidities of imagination in scenario planning: Strategic foresight through ‘Unlearning’

“…We began our paper by asking: How does organizational learning emanating from scenarios generate strategic foresight? Whilst there is widespread acknowledgement of the effectiveness of scenario planning for generating strategic foresight (Spaniol & Rowland, 2018;Wright, et al, 2015;Ramirez, et al, 2011;Varum & Melo, 2010;Cairns, et al, 2004;van der Heijden, et al, 2002;Duncan & Wack, 1993;Wack, 1985a;1985b), few studies have examined the assumptions that lead to this assertion. Questions about how and why scenario planning leads to strategic foresight have received little theoretical and empirical attention (Bootz, et al, 2019).…”

“…Strategic foresight is deemed to play a crucial role in determining how organizations successfully compete, evolve, and survive in dynamic and disruptive environments (Tapinos & Pyper, 2018;Ramirez & Selsky, 2016;Sarpong & Maclean, 2016;Rhisiart, et al, 2015;Peter & Jarratt, 2015;Coates, et al, 2010). Scenarios have a long history and well established reputation in helping organizations generate strategic foresight (Spaniol & Rowland, 2018;Derbyshire & Wright, 2017;Wright, et al, 2015;Ramirez, et al, 2011;Varum & Melo, 2010;Cairns, et al, 2004;van der Heijden, et al, 2002;Duncan & Wack, 1993;Wack, 1985a;1985b). Scholars contend that scenarios generate strategic foresight by offering "analysis, communication, education of the organization and stakeholders in both possibilities and ways of thinking" (Ringland, 2010(Ringland, , p. 1495) about the future.…”

Scenario-planning in strategic decision-making: requirements, benefits and inhibitors

“…Furthermore, as demonstrated by Ramírez, Roodhart and Manders (2011) the integration of strategic decision-making, scenarios thinking and technological innovation requires the creation of domains or structures with distinct prerequisites such as effective engagement of senior management, careful selection of projects connected to business, and an actionable vision, in order to grow business value. Domains need to be continually tested and should interlink not only technologies, strategies and scenarios with each other, but also with the external system.…”