Strategy making in hyper uncertainty: towards a conceptual framework from the seaport industry during Brexit

Abstract

Purpose This study aims to systematically review strategy making in the seaport context during a period of hyper uncertainty. Design/methodology/approach A systematic review using the context, intervention, method and outcome (CIMO) framework is conducted in the domains of strategy making and the port sector taking account of hyper uncertainty caused by Brexit. Findings Strategy making (under conditions of hyper uncertainty) is shown to evolve from both stakeholder/supply chain embedded relationships and from chief executive officer and extra organisational inputs. Through an iterative process of internal resourcing, stakeholder engagement strategy development can be seen to impact five key outcomes of an emerging strategy making under hyper uncertainty: economic returns; societal and regional impacts; deeper improved market engagement; improved environmental sensing and potential for dynamic capability development. Research limitations/implications The systematic review integrates the existing fragmented research landscape regarding strategy making under hyper uncertainty, provides future research trajectories and develops a framework emerging from the review. Practical implications The framework offers port management and policymakers a tool to improve their engagement with strategy making under hyper uncertainty and associated outcomes. Originality/value The systematic review consolidates the fragmented literature and presents future research trajectories. The framework of strategy making under hyper uncertainty developed from the CIMO framework develops existing knowledge and contributes to academic theory.