Scenario Planning for the Edinburgh City Region

Docherty, Iain; McKiernan, Peter

doi:10.1068/c0665r

Cited by 17 publications

(19 citation statements)

References 40 publications

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“…Docherty and McKiernan (2008) note that, as a process, scenario planning is designed to encourage the management team to share their ideas and assumptions about the changing world. Docherty and McKiernan (2008) note that, as a process, scenario planning is designed to encourage the management team to share their ideas and assumptions about the changing world.…”

Section: Discussionmentioning

confidence: 99%

“…This learning is manifested through collective discussions about the organization and its environment. Docherty and McKiernan (2008) note that, as a process, scenario planning is designed to encourage the management team to share their ideas and assumptions about the changing world. Indeed, this participative process aims at building proactive images of the future that affect managers' mental models (Burt, Mackay, Van de Heijden, & Verheijdt, 2016).…”

Section: Discussionmentioning

confidence: 99%

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Scenario planning: An investigation of the construct and its measurement

Bouhalleb

Smida

2018

Journal of Forecasting

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Scenario‐planning academicians and practitioners have been observing for more than three decades the importance of this method in dealing with environmental uncertainty. However, there has been no valid scale that may help organizational leaders to act in practice. Our review of prior studies identifies some problems related to conceptualization, reliability, and validity of this construct. We address these concerns by developing and validating a measure of scenario planning based on Churchill's paradigm (Journal of Marketing Research, 1979, 16, 64–73). Our data analysis follows from a sample of 133 managers operating in the healthcare field in France. To validate our scale, we used three approaches: first, an exploratory factor analysis; second, an examination of psychometric proprieties of all dimensions; and third, a confirmatory factor analysis. The results of this study indicate that scenario planning is a multidimensional construct composed of three dimensions: information acquisition, knowledge dissemination, and scenario development and strategic choices.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Scenario planning: An investigation of the construct and its measurement

Bouhalleb

Smida

2018

Journal of Forecasting

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“…As a foresight‐based strategy tool, scenario planning is used widely in strategic planning (Grant, ; Wack, , ) and public policy development (Docherty and McKiernan, ; Godet, ; McKiernan, Davies and Scott, ). The most cited literatures (e.g.…”

Section: Strategy Tools: Understanding Scenario Planning As a Practicmentioning

confidence: 99%

The Practice of Scenario Planning: An Analysis of Inter‐ and Intra‐organizational Strategizing

Bowman

2015

British J of Management

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Strategic activity is often punctuated through the application of strategy tools. Despite widespread use, a lack of understanding exists regarding the impact such tools and their practices have on an organization's strategy process. Of the growing body of research tackling the phenomenon, none appears to extend beyond an intra-organizational setting. Acknowledging the importance of multi-organizational partnerships, particularly in the public sector, in this paper an attempt is made to help fill this void through examining the application and effect of a scenario planning process at an inter-organizational level. Conceptualizing scenario planning as a practice of simplexity, where complexity of thought combines with simplicity of action, an in-depth, longitudinal case study is used to demonstrate the importance and interaction of sensemaking, storytelling and organizing in creating meaning within strategizing activities at the inter-organizational level. However, also demonstrated is the relative weakness of the output of the scenario planning process − the stories − as a boundary object capable of transferring knowledge and meaning to the intra-organizational level. Through empirical and theoretical integration a model is developed presenting the flow of practices and artefacts used in sensemaking within inter-and intra-organizational strategizing.

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“…Docherty and McKiernan (2008) employed this approach with focus group interviews of project stakeholders who evaluated a worst-case, a medium-case and a best-case scenario. Even though this technique ascertains some image effects, the method relies solely on expert opinions and not on the actual target group's perceptions, that is, the citizens who will have to live with the results of the urban development.…”

Section: Measuring the Impact Of Flagship Projectsmentioning

confidence: 99%

Measuring brand image effects of flagship projects for place brands: The case of Hamburg

Zenker

Beckmann

2013

J Brand Manag

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Cities invest large sums of money in 'flagship projects', with the aim of not only developing the city as such, but also changing the perceptions of the city brand towards a desired image. The city of Hamburg, Germany, is currently investing €575 million in order to build a new symphony hall (Elbphilharmonie), €400 million to develop the 'International Architectural Fair' and it is also considering candidature again for the 'Olympic Games' in 2024/2028. As assessing the image effects of such projects is rather difficult, this article introduces an improved version of the Brand Concept Map approach, which was originally developed for product brands. An experimental design was used to first measure the Hamburg brand as such and then the changes in the brand perceptions after priming the participants (N = 209) for one of the three different flagship projects. The findings reveal several important structural differences for the brand image dimensions of the city contingent upon the type of flagship project. Hence, this study shows (i) that different flagship projects have different image effects for the city brand and (ii) provides a novel method for measuring perceived place brand image effects of both ongoing and future flagship projects.

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Scenario Planning for the Edinburgh City Region

Cited by 17 publications

References 40 publications

Scenario planning: An investigation of the construct and its measurement

Scenario planning: An investigation of the construct and its measurement

The Practice of Scenario Planning: An Analysis of Inter‐ and Intra‐organizational Strategizing

Measuring brand image effects of flagship projects for place brands: The case of Hamburg

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