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Euram 2011
Does scenario thinking make a difference?: An integrative model linking organisational inertia, openness to change, and absorptive capacity
Engleski
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Research Paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, printed single-sided, grade: "keine", University of Mannheim, language: English, abstract: Valuing or underestimating the opportunities derived from environmental changes might determine which organisation will survive and which organisation will see its viability at risk.Organisational inertia and a lack of absorptive capacity can inhibit organisational flexibility and innovativeness. In this study, we suggest organisations to implement a pro-active searchfor new opportunities, which potentially entails innovation. By adopting a micro-level perspective, we emphasise the importance of individuals within an organisation as contributor to the organisation s success. An integrative model linking organisational inertia, scenario planning, and absorptive capacity is proposed. We present scenario thinking as a tool which may impact individuals openness to change, hence leads to a positive attitude towards newinformation, i.e. absorptive capacity. Several propositions are derived from this multitheoretical model. We argue organisations may be presented with a promising approach to increase the motivation and capability of individuals to engage in innovative actions, and suggest further research to empirically test this model.
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