Surveys of managers report that strategy tools such as scenarios are widely used in practice. However, such surveys of practice typically focus on reporting which tools are used, rather than exploring how they are actually used. This paper examines the use of scenarios as a tool to support strategy development. We highlight a number of roles (technical, analytical and social) that scenarios play in strategy exercises, and offer insights into the use of scenarios in practice, illustrating that they are used throughout the strategy development process rather than simply at the start. Our approach to data analysis, based on analyses of both audio and visual material from a strategy workshop, sheds light on enhanced approaches to coding both conversation and video data within strategy research.
Bibliographical noteNOTICE: this is the author’s version of a work that was accepted for publication in Technological Forecasting and Social Change. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Technological Forecasting and Social Change, 158 (2020) DOI: 10.1016/j.techfore.2020.120147
© 2020, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/
ASJC Scopus subject areas
- Business and International Management
- Applied Psychology
- Management of Technology and Innovation