Scenario planning: ‘Ways of knowing’, methodologies and shifting conceptual landscape

Abstract

Scenario planning in recent times has become one of the strategic tools used by organizations to probe their uncertain and fleeting business environment. In this paper, we provide a synthesis of the configuration of knowledge underpinning scenario generation, their construction, and methodologies underpinning them in practice. We also offer brief insight into the shifting conceptual landscape in theorizing scenario planning. We contend that such knowledge has the potential to broaden our understanding of the value of scenario planning to organizational competitiveness as we struggle to bridge the growing gulf between the theory and practice of scenario planning. As an introduction to the special issue on scenario planning, we also provide a brief outline of the papers contained in the issue.