The practice of scenario planning: An analysis of inter- and intra- organizational strategizing

Gary Bowman, Ryan William Parks

Research output: Contribution to conferenceAbstractResearchpeer-review

Abstract

Strategic activity is often punctuated through the application of strategy tools. Despite widespread use, opacity surrounds how these tools shape the strategy process. We examine the application and effect of a scenario planning process at an inter- and intra-organizational level. We use a longitudinal case study to demonstrate the importance of sensemaking in strategizing activity at the inter-organizational level. We also demonstrate the relative weakness of the scenario narrative as a boundary object capable of transferring knowledge to the intra-organizational level. Through empirical and theoretical integration we develop a model depicting the flow of knowledge in inter- and intra-organizational strategizing.

Conference

ConferenceSouthern Management Association 2013 Meeting
Abbreviated titleSMA 2013
CountryUnited States
CityNew Orleans
Period5/11/139/11/16
Internet address

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    Bowman, G., & Parks, R. W. (2013). The practice of scenario planning: An analysis of inter- and intra- organizational strategizing. Abstract from Southern Management Association 2013 Meeting, New Orleans, United States.