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 change
Wright, George and O'Keefe, M (2010) 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 change. Futures, 42 (1). pp. 26-41. ISSN 0016-3287
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This study presents a single-case analysis of an unsuccessful scenario planning intervention within an organization. Our analysis utilises corporate documents produced prior to a scenario-based intervention, pre-scenario-development interviews with members of the top management team, and knowledge of post-intervention events. We conclude that, even in the face of strong, orchestrated pressure for a re-think of a fragile strategy, the aspirations of the CEO were dominant. Our case analysis illustrates that inertia in strategic decision making can be extreme – more extreme than the extant literature has recognised. Critical voices can go unheard. We end with consideration of issues to do with facilitating the early recognition that a strategizing intervention can stall.
| Author(s): | Wright, George and O'Keefe, M | Item type: | Article |
|---|---|
| ID code: | 44784 |
| Keywords: | non-receptive organizational contexts, scenario planning interventions, inertia, strategic decision-making, CEO, case studies, company failures, decision making, scenario planning, strategic management, Management. Industrial Management, Organizational Behavior and Human Resource Management |
| Subjects: | Social Sciences > Industries. Land use. Labor > Management. Industrial Management |
| Department: | Strathclyde Business School > Strategy and Organisation |
| Depositing user: | Pure Administrator |
| Date deposited: | 11 Sep 2013 13:48 |
| Last modified: | 18 Jan 2019 03:26 |
| URI: | https://strathprints.strath.ac.uk/id/eprint/44784 |
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