Managing the Future: Foresight in the Knowledge EconomyISBN: 978-1-4051-1615-2
Paperback
244 pages
July 2004, Wiley-Blackwell
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"This timely book adds a new dimension to the strategy debate
and sources of competitive advantage. Its topic, strategic
foresight, is most crucial in turbulent environments, in which
change is frequent and disruptive. The authors show that not so
much a superior vision, appropriate plan, generic strategy,
innovative culture or unique resource-pool, but rather strategic
foresight differentiates successful firms from failing firms. In
fact, unlearning and relearning may be one of the most important
outcomes." Professor Henk W Volberda, Rotterdam School of
Management, Erasmus University
"Strategic foresight is central to managing the future, yet it
is one of the least understood areas of management. Tsoukas and
Shepherd offer a collection of readings that serve to deepen our
understanding of what organizational foresight is, and what it
takes to do it well. Designed for the reader who seeks more than a
superficial overview, it offers jewels of insight and a variety of
frameworks that serve to challenge and enrich our mental maps about
developing organizational foresight." Mary Crossan, University
of Western Ontario
"Hari Tsoukas, Jill Sherpherd and the other contributors of this
book provide a compelling vision as to why the 'future could be
ours to manage.' This is a thought-provoking book that offers ways
by which individuals can develop foresight." Raghu Garud, New
York University
"This is really good material, from good scholars, on
this emerging field. It will attract a wide audience." Colin
Eden, University of Strathclyde
"This book brings together different perspectives on an increasingly challenging question: just how might managers cope with the bewildering changes that are occurring in the world around them. The book raises more questions that it answers perhaps; but that is for the good: they are questions that need to be raised to inform a research agenda that is, and will increasingly become, central to management needs." Gerry Johnson, Strathclyde University