TY  - GEN
A1  - Tiberius, Victor
T1  - Scenarios in the strategy process
BT  - a framework of affordances and constraints
N2  - 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.
T3  - Zweitveröffentlichungen der Universität Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe - 119 
KW  - Affordances
KW  - Management
KW  - Organizations
KW  - Scenario planning
KW  - Strategic foresight
Y1  - 2020
U6  - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-442907
SN  - 1867-5808
IS  - 119
ER  - 
TY  - JOUR
A1  - Tiberius, Victor
T1  - Scenarios in the strategy process
BT  - a framework of affordances and constraints
JF  - European Journal of Futures Research
N2  - 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.
KW  - Affordances
KW  - Management
KW  - Organizations
KW  - Scenario planning
KW  - Strategic foresight
Y1  - 2019
U6  - https://doi.org/10.1186/s40309-019-0160-5
SN  - 2195-2248
SN  - 2195-4194
VL  - 7
PB  - Springer
CY  - Heidelberg
ER  - 
TY  - JOUR
A1  - Tiberius, Victor
T1  - Scenarios in the strategy process
BT  - A framework of affordances and constraints
JF  - European Journal of Futures Research
N2  - 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.
KW  - Affordances
KW  - Management
KW  - Organizations
KW  - Scenario planning
KW  - Strategic foresight
Y1  - 2019
U6  - https://doi.org/10.1186/s40309-019-0160-5
SN  - 2195-4194
SN  - 2195-2248
VL  - 7
PB  - Springer Open
CY  - London
ER  - 
TY  - JOUR
A1  - Heger, Tobias
A1  - Rohrbeck, Rene
T1  - Strategic foresight for collaborative exploration of new business fields
JF  - Technological forecasting & social change
N2  - 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.
KW  - Strategic foresight
KW  - Business field exploration
KW  - Innovation management
KW  - Open innovation
Y1  - 2012
U6  - https://doi.org/10.1016/j.techfore.2011.11.003
SN  - 0040-1625
VL  - 79
IS  - 5
SP  - 819
EP  - 831
PB  - Elsevier
CY  - New York
ER  -