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<TABLE CELLSPACING=0 CELLPADDING=0><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=80></TD><TD>List of contributors</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>viii</TD><TD></TD></TR><TR><TD>Introduction</TD><TD WIDTH=40></TD><TD VALIGN=TOP>1</TD><TD VALIGN=TOP>(14)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Robert Bradley MacKay</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Laura A. Costanzo</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=20></TD><TD>PART I PROBING THE FUTURE: CULTIVATING STRATEGIC FORESIGHT</TD></TR></TABLE></TD><TD WIDTH=40></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Redefining strategic foresight: `fast' and `far' sight via complexity science</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>15</TD><TD VALIGN=TOP>(33)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Bill McKeley</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Max Boisot</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Anticipating critique and occasional reason: modes of reasoning in the face of a radically open future</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>48</TD><TD VALIGN=TOP>(18)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>David Seidl</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Dominik van Aaken</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Strategic foresight</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>66</TD><TD VALIGN=TOP>(16)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Ajit Nayak</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>The symbolism of foresight processes in organizations</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>82</TD><TD VALIGN=TOP>(8)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Jan Oliver Schwarz</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Strategic foresight: counterfactual and prospective sensemaking in enacted environments</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>90</TD><TD VALIGN=TOP>(23)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Robert Bradley MacKay</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Modal narratives, Possible worlds and strategic foresight</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>113</TD><TD VALIGN=TOP>(15)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Charles Booth</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Peter Clark</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Agnes Delahaye-Dado</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Stephen Procter</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Michael Rowlinson</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Scenarios as knowledge transformed into strategic `re-presentations': the use of foresight studies to help shape and implement strategy</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>128</TD><TD VALIGN=TOP>(16)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Thomas Durand</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Researching the organization-environment relationship</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>144</TD><TD VALIGN=TOP>(25)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>George Burt</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=20></TD><TD>PART II FORESIGHT AND ORGANIZATIONAL BECOMING: STRATEGY PROCESS, PRACTICE AND CHANGE</TD></TR></TABLE></TD><TD WIDTH=40></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Strategizing as practising: strategic learning as a source of connection</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>169</TD><TD VALIGN=TOP>(13)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Elena P. Antonacopoulou</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Improvisational bricolage: a practice-based approach to strategy and foresight</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>182</TD><TD VALIGN=TOP>(18)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Miguel Pinae Cunha</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Joao Vieira Da Cunha</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Stewart R Clegg</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Micro-political strategies and strategizing in multinational corporations: the case of subsidiary mandate change</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>200</TD><TD VALIGN=TOP>(19)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Christoph Dorrenbacher</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Mike Geppert</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>How organizational DNA works</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>219</TD><TD VALIGN=TOP>(15)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>David Weir</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Craig Marsh</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Wilf Greenwood</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Making sense of organizational becoming: the need for essential stabilites in organizational change</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>234</TD><TD VALIGN=TOP>(15)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Ian Colville</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Agency in management of change: bringing in relationality, situatedness and foresight</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>249</TD><TD VALIGN=TOP>(11)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Ahu Tatli</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Mustafa F. Ozbilgin</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>The role of resources in institutional entrepreneurship: insights for an approach to strategic management that combines agency and institution</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>260</TD><TD VALIGN=TOP>(17)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Julie Battilana</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Bernard Leca</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=20></TD><TD>PART III SHAPING THE FUTURE: STRATEGIZING AND INNOVATION</TD></TR></TABLE></TD><TD WIDTH=40></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>The role of middle managers in enabling foresight</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>277</TD><TD VALIGN=TOP>(20)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Laura A. Costanzo</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Vicky Tzoumpa</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Hollow at the top: (re)claiming the responsibilities of leadership in strategizing</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>297</TD><TD VALIGN=TOP>(12)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>C. Marlene Fiol</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Edward J. O'Connor</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Visions and innovation strategy</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>309</TD><TD VALIGN=TOP>(15)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Jonathan Sapsed</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Innovation through ambidexterity: how to achieve the ambidextrous organization</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>324</TD><TD VALIGN=TOP>(19)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Constantinos Markides</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Wenyi Chu</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Fast cycle capability: a conceptual integration</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>343</TD><TD VALIGN=TOP>(19)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>V.K. Narayanan</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Interactions with customers for innovation</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>362</TD><TD VALIGN=TOP>(18)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>C. Annique Un</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Alvaro Cuervo-Cazurra</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Organizational innovation of the Toyota Group</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>380</TD><TD VALIGN=TOP>(13)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Faith Hatani</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=20></TD><TD>PART IV RESPONDING TO THE FUTURE: INTUITION, INERTIA AND STRATEGIC FLEXIBILITY</TD></TR></TABLE></TD><TD WIDTH=40></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>The role of intuition in strategic decision making</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>393</TD><TD VALIGN=TOP>(25)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Marta Sinclair</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Eugene Sadler-Smith</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Gerard P. Hodgkinson</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>(Un) great expectations: effects of underestimations and self-perception on performance</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>418</TD><TD VALIGN=TOP>(17)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Rodolphe Durand</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Strategic foresight and the role of organizational memory within a punctuated equilibrium framework</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>435</TD><TD VALIGN=TOP>(18)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Stelios C. Zyglidopoulos</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Stephanie W.J.C. Schreven</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Adaptation, inertia and the flexible organization: a study of the deteminants of organizational flexibility in an emerging economy</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>453</TD><TD VALIGN=TOP>(32)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Andres Hatum</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Andrew M. Pettigrew</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Addressing path dependency in the capabilities approach: historicism and foresight meet on the `road less travelled'</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>485</TD><TD VALIGN=TOP>(20)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Swapnesh K. Masrani</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Peter McKiernan</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Dynamic knowledge creation</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>505</TD><TD VALIGN=TOP>(13)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Taman H. Powell</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Howard Thomas</TD></TR></TABLE></TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=40></TD><TD>Foreseeing the problem of conformity in strategy teaching, research and practice</TD></TR></TABLE></TD><TD WIDTH=40></TD><TD VALIGN=TOP>518</TD><TD VALIGN=TOP>(11)</TD></TR><TR><TD><TABLE CELLSPACING=0 CELLPADDING=0><TR><TD WIDTH=100></TD><TD>Gregory B. Vit</TD></TR></TABLE></TD></TR><TR><TD>Index</TD><TD WIDTH=40></TD><TD VALIGN=TOP>529</TD><TD></TD></TR></TABLE>

How can we make sense of dynamic environments and respond strategically to them during the 21st century? This multi-disciplinary volume covers four key areas: strategy and foresight processes; strategy innovation for the future; understanding the future; and strategically responding to the future

Handbook of research on strategy and foresight