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Concluding Chapter — Globalisation and Scenarios: A Paradoxical Navigation

In: The Paradoxes of Globalisation

Author

Listed:
  • Anne Marchais-Roubelat
  • Fabrice Roubelat

Abstract

When a strategy that was efficient yesterday is counter-efficient today, the decision-maker often invokes complexity and time acceleration. When companies have become a nexus for contracts concluded between geographically separated stakeholders, the manager speaks of globalisation. Looking for a methodology enabling him to manage the dynamics of interacting stakeholders, a futures-thinking approach may well come to mind. From its inception, this approach takes as a given the fact that decisional contexts are likely to be increasingly unstable and interdependent. The futures approach developed from the post-war period attempts to mix the long-term visions of decision-makers, managers and academics with the aim of enlightening decisional processes. Such a futures-oriented thinking outlines several possible worlds, the existence of only one of which would be promoted (Berger, 1964: 226). The objective here is to highlight the gaps between these worlds and the one in which the decisions are made.

Suggested Citation

  • Anne Marchais-Roubelat & Fabrice Roubelat, 2010. "Concluding Chapter — Globalisation and Scenarios: A Paradoxical Navigation," Palgrave Macmillan Books, in: Eric Milliot & Nadine Tournois (ed.), The Paradoxes of Globalisation, chapter 14, pages 262-278, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-30396-6_16
    DOI: 10.1057/9780230303966_16
    as

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