Page down Environmental scanning and strategic issue management
Page down Corporate change and ambidexterity
Page down Decision making
Page down Radical innovation
Page down Discontinuous (technological) change
Page down Foresight (including method development)
Page down Corporate Foresight

Environmental scanning and strategic issue management

Ansoff, H. I. 1980. Strategic Issue Management. Strategic Management Journal, 1(2): 131-148.

Daft, R. L., Sormunen, J., & Parks, D. 1988. Chief Executive Scanning, Environmental Characteristics, and Company Performance – an Empirical-Study. Strategic Management Journal, 9(2): 123-139.

Daft, R. L., & Weick, K. E. 1984. Toward a Model of Organizations as Interpretation Systems. Academy of Management Review, 9(2): 284-295. (open access version)

Danneels, E. 2004. Disruptive technology reconsidered: A critique and research agenda. Journal of Product Innovation Management, 21(4): 246-258.

Elenkov, D. S. 1997. Strategic uncertainty and environmental scanning: The case for institutional influences on scanning behavior. Strategic Management Journal, 18(4): 287-302. (open access version)

Jain, S. C. 1984. Environmental Scanning in U.S. Corporations. Long Range Planning, 17(2): 117-128.

May, R. C., Stewart, W. H., & Sweo, R. 2000. Environmental scanning behavior in a transitional economy: Evidence from Russia. Academy of Management Journal, 43(3): 403-427.

Thomas, J. B., Clark, S. M., & Gioia, D. A. 1993. Strategic Sensemaking and Organizational Performance – Linkages among Scanning, Interpretation, Action, and Outcomes. Academy of Management Journal, 36(2): 239-270.

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Corporate change and ambidexterity

Burnes, B. 2005. Complexity theories and organizational change. International Journal of Management Reviews, 7(2): 73-90.

De Geus, A. 1997a. The living company. Harvard Business Review, 75(2): 51-59.

De Geus, A. 1997b. The living company. Boston, Mass.: Harvard Business School Press.

Huy, Q. N., & Mintzberg, H. 2003. The rhythm of change. Mit Sloan Management Review, 44(4): 79-84. (free access)

O’Reilly, C. A., & Tushman, M. L. 2004. The ambidextrous organisation. Harvard Business Review, 82(4): 74-81.

Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. 2009. Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance. Organization Science, 20(4): 685-695. (open access version)

Romanelli, E., & Tushman, M. L. 1994. Organizational Transformation as Punctuated Equilibrium – an Empirical-Test. Academy of Management Journal, 37(5): 1141-1166. (open access version)

Stadler, C., & Hinterhuber, H. H. 2005. Shell, Siemens and DaimlerChrysler: Leading Change in Companies with Strong Values. Long Range Planning, 38(5): 467-484. (open access version)

Stubbart, C. I., & Knight, M. B. 2006. The case of the disappearing firms: empirical evidence and implications. Journal of Organizational Behavior, 27(1): 79-100.

Tushman, M. L., & Oreilly, C. A. 1996. Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4): 8-30.

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Decision making

Cohen, M D, March, J G and J P Olsen (1972) “A Garbage Can Model of Organisational Choice,” Administrative Science Quarterly, 17, 1–25 (open access version)

Eisenhardt, K M and L J Bourgeois III (1988) “Politics of Strategic Decision Making in High–Velocity  Environments: Toward a Midrange Theory,” Academy of Management Journal, 31, 737–770 (open access version)

Hickson, D J, Hinings, Lee, C A, Schneck, R E and J M Pennings (1971) “A Strategic Contingencies Theory of Intraorganizational Power,” Administrative Science Quarterly, 16, 216–229 (open access version)

Lindblom, C (1959) “The Science of Muddling Through,” Public Administration Review, 19, 2, 79–88 (open access version)

Mintzberg, H, Raisinghani, D and A Theoret (1976) “The Structure of “Unstructured” Decision Processes,” Administrative Science Quarterly, 21, 246–275 (open access version)

Murray, E A Jr. (1978) “Strategic Choice as a Negotiated Outcome,” Management Science, 24, 960–972

Schwenk, C R (1984) “Cognitive Simplification Processes in Strategic Decision–Making,” Strategic Management Journal, 5, 111–128

Simon, H (1987) “Making Management Decisions: The Role of Intuition and Emotion,” Academy of Management Executive, Feb, 57–64 (open access version)

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Radical innovation

Chandy, R. K., & Tellis, G. J. 1998. Organizing for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize. Journal of Marketing Research, 35(4): 474-487. (open access version)

Chandy, R. K., & Tellis, G. J. 2000. The Incumbent’s Curse? Incumbency, Size, and Radical Product Innovation. Journal of Marketing, 64(3): 1-17. (open access version)

Gemünden, H. G., Salomo, S., & Hölzle, K. 2007. Role Models for Radical Innovations in Times of Open Innovation. Creativity and Innovation Management, 16(4): 408-421. (open access version)

Kelley, D. 2009. Adaptation and Organizational Connectedness in Corporate Radical Innovation Programs. Journal of Product Innovation Management, 26(5): 487-501.

Leifer, R. P. 1997. Organizational and managerial correlates of radical technological innovation. PICMET Conference 1997: 134-137.

O’Connor, G. C., & DeMartino, R. 2006. Organizing for radical innovation: An exploratory study of the structural aspects of RI management systems in large established firms. Journal of Product Innovation Management, 23(6): 475-497.

Stevens, G. A., & Burley, J. 2003. Piloting the rocket of radical innovation. Research-Technology Management, 46(2): 16-25. (open access version)

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Discontinuous (technological) change

Arnold, H. M. 2003. Technology Shocks: Origins, Management Responses and Firm Performance. Heidelberg and New York: Physica Verlag Springer-Verlag GmbH & Co.KG.

Bessant, J., Lamming, R., Noke, H., & Phillips, W. 2005. Managing innovation beyond the steady state. Technovation, 25(12): 1366-1376. (open access version)

Burt, G. 2007. Why are we surprised at surprises? Integrating disruption theory and system analysis with the scenario methodology to help identify disruptions and discontinuities. Technological Forecasting and Social Change, 74(6): 731-749.

Christensen, C. M. 1997. The innovator’s dilemma : when new technologies cause great firms to fail. Boston, Mass.: Harvard Business School Press.

Lucas, H. C., & Goh, J. M. 2009. Disruptive technology: How Kodak missed the digital photography revolution. Journal of Strategic Information Systems, 18(1): 46-55.

Tellis, G. J. 2006. Disruptive technology or visionary leadership? Journal of Product Innovation Management, 23(1): 34-38.

Tripsas, M., & Gavetti, G. 2000. Capabilities, cognition, and inertia: evidence from digital imaging. Strategic Management Journal, 21(10-11): 1147-1161. (open access version)

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Foresight (including method development)

Chermack, T. J. 2005. Studying scenario planning: Theory, research suggestions, and hypotheses. Technological Forecasting & Social Change, 72(1): 59–73. (open access version)

Gerybadze, A. 1994. Technology forecasting as a process of organisational intelligence. R & D Management, 24(2): 131-140.

Groenveld, P. 2007. Roadmapping integrates business and technology. Research-Technology Management, 50(6): 49-58.

Porter, A. L. et al. 2004. Technology futures analysis: Toward integration of the field and new methods. Technological Forecasting & Social Change, 71(3): 287-303. (open access version)

Slaughter, R. 2004. Futures beyond dystopia : creating social foresight. London ; New York: RoutledgeFalmer. (follow his blog)

Van der Heijden, K. 2005. Scenarios : the art of strategic conversation (2nd ed.). Chichester, West Sussex ; Hoboken, N.J.: John Wiley & Sons.

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Corporate Foresight

Andriopoulos, C., & Gotsi, M. 2006. Probing the future: Mobilising foresight in multiple-product innovation firms. Futures, 38(1): 50-66.

Becker, P. 2002. Corporate Foresight in Europe: A First Overview, Working Paper European Commission: 31. Brussels: European Commission. (open access)

Blackman, D. A., & Henderson, S. 2004. How foresight creates unforeseen futures: the role of doubting. Futures, 36(2): 253-266.

Comai, A. & Millan J. T.  2006 Mapping & Anticipating the Competitive Landscape, EMECON Ediciones.

Müller, A. 2008. Strategic Foresight – Prozesse strategischer Trend- und Zukunftsforschung in Unternehmen. Doctoral thesis, Universität St. Gallen, St. Gallen, Switzerland. (German) (buy as a book)

Rohrbeck, R. 2010. Corporate Foresight: Towards a Maturity Model for the Future Orientation of a Firm. Heidelberg and New York: Physica-Verlag, Springer. (related blog post on inter-organizational collaboration for foresight)

Rohrbeck, R., & Gemünden, H. G. 2010. Corporate Foresight: Its Three Roles in Enhancing the Innovation Capacity of a Firm. Technological Forecasting and Social Change, In Press, Corrected Proof. (open access version) (read a summary in our blog post)

Ruff, F. 2006. Corporate foresight: integrating the future business environment into innovation and strategy. International Journal of Technology Management, 34(3-4): 278-295. (read a summary in our blog post)

Slaughter, R. A. 1997. Developing and Applying Strategic Foresight. ABN Report, 5(10): 13-27. (open access) (follow his blog)

Tsoukas, H., & Shepherd, J. 2004. Managing the future : foresight in the knowledge economy. Malden, MA, USA: Blackwell Pub.

Vecchiato, R., & Roveda, C. 2010. Strategic foresight in corporate organizations: Handling the effect and response uncertainty of technology and social drivers of change. Technological Forecasting and Social Change, In Press, Corrected Proof. (read a summary in our blog post)

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