Scenario planning as organizational intervention

Abstract

Purpose This paper aims to identify four areas in need of future research to enhance the theoretical understanding of scenario planning (SP), and sets the basis for future empirical examination of its effects on individual and organizational level outcomes. Design/methodology/approach This paper organizes existing contributions on SP within a new consolidating framework that includes antecedents, processes and outcomes. The proposed framework allows for integration of the extant literature on SP from a wide variety of fields, including strategic management, finance, human resource management, operations management and psychology. Findings This study contributes to research by offering a coherent and consistent framework for understanding SP as a dynamic process. As such, it offers future researchers with a systematic way to ascertain where a particular study may be located in the SP process and, importantly, how it may influence – or be influenced by – various factors in the process. Originality/value This study offers specific research questions and precise guidelines to future scholars pursuing research on SP.