Beyond risk mitigation: Enhancing corporate innovation with scenario planning
The impact of exogenous shocks on business strategy, and possible responses to those threats, have received growing attention when considering the challenges of conducting business in an increasingly complex business environment. Scenario/contingency planning is a tool used by firms to translate their organizational learning capabilities into preconceived operational responses designed to react to, and then recover from, an exogenous shock. The use of scenario planning that includes exogenous shock scenarios has become a best practice in many industries. This article explores the additional potential usefulness of scenario planning as a tool for promoting innovation and corporate entrepreneurship.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Michael G Harvey, 1993. "A Survey of Corporate Programs for Managing Terrorist Threats," Journal of International Business Studies, Palgrave Macmillan, vol. 24(3), pages 465-478, September.
- Per Lægreid & Synnøve Serigstad, 2006. "Framing the Field of Homeland Security: The Case of Norway," Journal of Management Studies, Wiley Blackwell, vol. 43(6), pages 1395-1413, 09.
- Laufer, Daniel & Coombs, W. Timothy, 2006. "How should a company respond to a product harm crisis? The role of corporate reputation and consumer-based cues," Business Horizons, Elsevier, vol. 49(5), pages 379-385.
- Shige Makino & Andrew Delios, 1996. "Local Knowledge Transfer and Performance: Implications for Alliance Formation in Asia," Journal of International Business Studies, Palgrave Macmillan, vol. 27(4), pages 905-927, December.
- X Martin & R Salomon, 2003. "Knowledge transfer capacity and its implications for the theory of the multinational corporation," Journal of International Business Studies, Palgrave Macmillan, vol. 34(4), pages 356-373, July.
- Weidenbaum, Murray, 2003. "The role of business in fighting terrorism," Business Horizons, Elsevier, vol. 46(3), pages 6-12.
- Ingemar Dierickx & Karel Cool, 1989. "Asset Stock Accumulation and Sustainability of Competitive Advantage," Management Science, INFORMS, vol. 35(12), pages 1504-1511, December.
- Schlegelmilch, Bodo B. & Chini, Tina Claudia, 2003. "Knowledge transfer between marketing functions in multinational companies: a conceptual model," International Business Review, Elsevier, vol. 12(2), pages 215-232, April.
- Weeks, Michael R., 2007. "Organizing for disaster: Lessons from the military," Business Horizons, Elsevier, vol. 50(6), pages 479-489.
- Bruce Kogut & Udo Zander, 1993. "Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation," Journal of International Business Studies, Palgrave Macmillan, vol. 24(4), pages 625-645, December.
- Shige Makino & Andrew Delios, 1996. "Local Knowledge Transfer and Performance: Implications for Alliance Formation in Asia," Journal of International Business Studies, Palgrave Macmillan, vol. 27(5), pages 905-927, December.
- Ingemar Dierickx & Karel Cool, 1989. "Asset Stock Accumulation and the Sustainability of Competitive Advantage: Reply," Management Science, INFORMS, vol. 35(12), pages 1514-1514, December.
- Bernard L Simonin, 1999. "Transfer of Marketing Know-How in International Strategic Alliances: An Empirical Investigation of the Role and Antecedents of Knowledge Ambiguity," Journal of International Business Studies, Palgrave Macmillan, vol. 30(3), pages 463-490, September.
When requesting a correction, please mention this item's handle: RePEc:eee:bushor:v:52:y:2009:i:5:p:441-450. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.