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Corporate visioning: a survey of UK practice

Author

Listed:
  • F O'Brien

    (Warwick Business School)

  • M Meadows

    (Warwick Business School)

Abstract

A survey of strategic planning managers was considered to identify the current practice of developing corporate visions, with a particular focus on how the vision was developed. The paper begins with a brief review of the literature concerning organisational visions and their development. The issues addressed by the survey and the research methodology are then described, and the results of the research presented. The paper ends with a discussion of the findings of the survey, and suggests ways of progressing research in this area.

Suggested Citation

  • F O'Brien & M Meadows, 2000. "Corporate visioning: a survey of UK practice," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 51(1), pages 36-44, January.
    • Handle: RePEc:pal:jorsoc:v:51:y:2000:i:1:d:10.1057_palgrave.jors.2600907
    DOI: 10.1057/palgrave.jors.2600907
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    Citations

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    Cited by:

    1. G Burt, 2011. "Towards the integration of system modelling with scenario planning to support strategy: the case of the UK energy industry," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(5), pages 830-839, May.
    2. Metz, Ashley & Hartley, Paul, 2020. "Scenario development as valuation: Opportunities for reflexivity," Technological Forecasting and Social Change, Elsevier, vol. 155(C).
    3. F O'Brien & M Meadows, 2007. "Developing a visioning methodology: Visioning Choices for the future of operational research," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(5), pages 557-575, May.
    4. R Ormerod, 2006. "The OR/MS contribution to strategy development and policy-making," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(1), pages 117-120, January.
    5. F Ackermann, 2011. "How OR can contribute to strategy making," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(5), pages 921-923, May.
    6. Fiona Davies & Luiz Moutinho & Graeme Hutcheson, 2005. "Constructing a knowledge‐based system to aid scenario‐based strategic planning: an application to the European airline industry," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 13(2), pages 61-79, June.
    7. J Bryant & J Darwin & C Booth, 2011. "Strategy making with the whole organisation: OR and the art of the possible," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(5), pages 840-854, May.

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