@misc{Tiberius2019,
  author    = {Tiberius, Victor},
  title     = {Scenarios in the strategy process},
  number    = {119},
  issn      = {1867-5808},
  doi       = {10.25932/publishup-44290},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-442907},
  pages     = {16},
  year      = {2019},
  abstract  = {This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory's specific lens shows that the emergence of such attributes depends on the users' specific intentions.},
  language  = {en}
}
@article{Tiberius2019,
  author    = {Tiberius, Victor},
  title     = {Scenarios in the strategy process},
  series = {European Journal of Futures Research},
  volume    = {7},
  journal   = {European Journal of Futures Research},
  publisher = {Springer},
  address   = {Heidelberg},
  issn      = {2195-2248},
  doi       = {10.1186/s40309-019-0160-5},
  pages     = {14},
  year      = {2019},
  abstract  = {This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory's specific lens shows that the emergence of such attributes depends on the users' specific intentions.},
  language  = {en}
}
@article{Tiberius2019,
  author    = {Tiberius, Victor},
  title     = {Scenarios in the strategy process},
  series = {European Journal of Futures Research},
  volume    = {7},
  journal   = {European Journal of Futures Research},
  publisher = {Springer Open},
  address   = {London},
  issn      = {2195-4194},
  doi       = {10.1186/s40309-019-0160-5},
  pages     = {14},
  year      = {2019},
  abstract  = {This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory's specific lens shows that the emergence of such attributes depends on the users' specific intentions.},
  language  = {en}
}
@article{HegerRohrbeck2012,
  author    = {Heger, Tobias and Rohrbeck, Rene},
  title     = {Strategic foresight for collaborative exploration of new business fields},
  series = {Technological forecasting \& social change},
  volume    = {79},
  journal   = {Technological forecasting \& social change},
  number    = {5},
  publisher = {Elsevier},
  address   = {New York},
  issn      = {0040-1625},
  doi       = {10.1016/j.techfore.2011.11.003},
  pages     = {819 -- 831},
  year      = {2012},
  abstract  = {To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.},
  language  = {en}
}