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Non-receptive organizational contexts and scenario planning interventions: A demonstration of inertia in the strategic decision-making of a CEO, despite strong pressure for a chang...
O’Keefe, Matthew; Wright, George - In: Futures : the journal of policy, planning and futures … 42 (2010) 1, pp. 26-42
Persistent link: https://www.econbiz.de/10008352619
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Scenario planning interventions in organizations: An analysis of the causes of success and failure
Wright, George; van der Heijden, Kees; Burt, George; … - In: Futures : the journal of policy, planning and futures … 40 (2008) 3, pp. 218-236
Persistent link: https://www.econbiz.de/10007913742
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The origins and evolution of scenario techniques in long range business planning
Bradfield, Ron; Wright, George; Burt, George; Cairns, George - In: Futures : the journal of policy, planning and futures … 37 (2005) 8, pp. 795-812
Persistent link: https://www.econbiz.de/10006362492
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Enhancing foresight between multiple agencies: Issues in the use of scenario thinking to overcome fragmentation
Cairns, George; Wright, George; Van der Heijden, Kees; … - In: Futures : the journal of policy, planning and futures … 38 (2006) 8, pp. 1010
Persistent link: https://www.econbiz.de/10007281259
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“Seeing” for organisational foresight
Burt, George; Wright, George - In: Futures : the journal of policy, planning and futures … 38 (2006) 8, pp. 887-893
Persistent link: https://www.econbiz.de/10007281267
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Problematizing international business futures through a ‘critical scenario method’
Cairns, George; Śliwa, Martyna; Wright, George - In: Futures : the journal of policy, planning and futures … 42 (2010) 9, pp. 971-980
Persistent link: https://www.econbiz.de/10008715873