The impact of scenario planning on entrepreneurial orientation

Bouhalleb, Arafet; Tapinos, Efstathios

doi:10.1016/j.techfore.2022.122191

Cited by 6 publications

(4 citation statements)

References 125 publications

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“…and S.F. [51,56,59,62], this study confirmed the relationship between the moderating role of K.M. This provides a deeper understanding of how K.M.…”

Section: Discussionsupporting

confidence: 81%

“…variables, including method sophistication, people, networks, and organization, play a crucial role in enhancing understanding, facilitating proactive decision-making, supporting robust planning, and fostering collaboration and innovation. By utilizing these variables effectively, organizations develop a forward-looking mindset, navigate uncertainties, and position themselves for future success [44,51].…”

Section: Strategic Foresightmentioning

confidence: 99%

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Moderating the Synergies between Business Intelligence and Strategic Foresight: Navigating Uncertainty for Future Success through Knowledge Management

Hijazin,

Tamayo-Torres,

Nusairat

2023

Sustainability

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The role of business intelligence in driving strategic planning in organizations have received considerable attention from many scholars. Nonetheless, there remains a promising area for further research, especially when considering moderating variables on effects such as knowledge management, which has contributed to businesses’ appreciation of the importance of business intelligence. To this end, in this study, the researchers constructed a conceptual model based on existing literature by incorporating relevant research variables. A questionnaire survey was conducted among a random sample of 307 employees selected from three telecom companies in Jordan. The researchers then utilized structural equation modeling with AMOS 21.0 to validate and test the model. The findings of the study revealed that business intelligence has a significant positive influence on strategic foresight. Furthermore, the analysis indicated that knowledge management mediates the relationship between business intelligence and strategic foresight. The implications and recommendations of academic research are also discussed.

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“…and S.F. [51,56,59,62], this study confirmed the relationship between the moderating role of K.M. This provides a deeper understanding of how K.M.…”

Section: Discussionsupporting

confidence: 81%

Section: Strategic Foresightmentioning

confidence: 99%

Moderating the Synergies between Business Intelligence and Strategic Foresight: Navigating Uncertainty for Future Success through Knowledge Management

Hijazin,

Tamayo-Torres,

Nusairat

2023

Sustainability

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“…The survey in 2007 had 83 useable responses with a response rate of 35% and in 2009 had 71 useable responses corresponding to 29.5% response rate. The response rates in these surveys compare favorably to similar studies by top management team members as responders (Bouhalleb & Tapinos, 2023; Tapinos et al, 2011; Waldman et al, 2001). All responders were members of the board of directors, which is significant for this study as they were directly involved in the development of the strategy.…”

Section: Methodssupporting

confidence: 66%

Perceived environmental turbulence and corporate strategy: The case of the UK recession

Tapinos

Leask

Brown

2023

Futures & Foresight Science

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The impact of the external environment on strategy is a long debate in the “traditional” strategic management theory. In contrast, future studies have a clearer view, having established that the environment is perceived and has a direct impact on how the future is anticipated. The same field has grown significantly, in the last two decades, with regard to how companies should foresight the future, looking into their external environment. However, we observe that there is a lack of retrospective research on how companies have embraced extreme environmental events, surprises, and wildcards which led to crisis with regard to their perception of the external environment and the strategies developed for the future. This study fills this gap with a multimethodological approach, combining survey and archival data, to examine the relationship between the perceived environmental turbulence and corporate strategy in some of the largest UK‐listed companies. We use the recession of the UK economy in 2008 as the key phenomenon to compare the relationship between perceptions of the environment and corporate strategy before the economic recession (2007) and after (2009). With our analysis, we provide evidence of how the environment influences corporate strategy and we show how a wildcard, like the recession, changed the perception of environmental turbulence, which resulted in greater adoption of the risk averse, retrenchment strategies.

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“…Entrepreneurial orientation is a firm's inclination to adopt strategies that involve innovativeness, risk-taking, proactiveness (Bouhalleb &Tapinos, 2023;Simpson & Sariol, 2022). Moreover, a definition used in many studies confirms it: entrepreneurial orientation is a term that reflects the degree of association of functions including innovation (innovativeness), risk-taking, and proactiveness (Covin & Wales, 2012).…”

Section: The Role Of Entrepreneurial Orientationmentioning

confidence: 99%

Entrepreneurial orientation, entrepreneurial resources, and entrepreneurial success: The need for further exploration

Duong

2022

Rev. CEA

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Starting new businesses is important for the social and economic development of each country (Esfandiar et al., 2019; Fayolle & Liñán, 2014). However, research on starting a business has so far been more about clarifying the influence of factors on the intention of starting a business (Duong, 2022; Ghosh, 2022; Loan et al., 2021; Vasilev, 2022; Vuong et al., 2020), and there have not been many studies on entrepreneurial success—the determinant of the meaning of starting a business (Wang et al., 2023; Welsh et al., 2023). Entrepreneurial success is defined as a complex phenomenon, and it covers both financial and non-financial criteria (Glosenberg et al., 2022). Initially, entrepreneurial success is often equated to financial/economic indicators (Staniewski & Awruk, 2019). For example, it includes business efficiency, growth rate, profitability, liquidity, market share (Glosenberg et al., 2022), and staff growth rate (Welsh et al., 2023). Meanwhile, it is criticized that, if “entrepreneurial success” is measured only by financial (or economic) indicators, it is difficult to fully reflect the meaning of this term and it should not be limited in one way (Cumming et al., 2022). Entrepreneurial success does not necessarily equate to wealth, and researchers are very interested in entrepreneurs' work-life balance (Yu et al., 2022).

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The impact of scenario planning on entrepreneurial orientation

Cited by 6 publications

References 125 publications

Moderating the Synergies between Business Intelligence and Strategic Foresight: Navigating Uncertainty for Future Success through Knowledge Management

Moderating the Synergies between Business Intelligence and Strategic Foresight: Navigating Uncertainty for Future Success through Knowledge Management

Perceived environmental turbulence and corporate strategy: The case of the UK recession

Entrepreneurial orientation, entrepreneurial resources, and entrepreneurial success: The need for further exploration

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