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Journal articles on the topic 'Scenario-strategic planning'

Author: Grafiati

Published: 2 June 2025

Last updated: 31 July 2025

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1

Zegras, Christopher, Joseph Sussman, and Christopher Conklin. "Scenario Planning for Strategic Regional Transportation Planning." Journal of Urban Planning and Development 130, no. 1 (2004): 2–13. http://dx.doi.org/10.1061/(asce)0733-9488(2004)130:1(2).

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2

Abuzaid, Ahmad Nasser. "Scenario planning as approach to improve the strategic performance of multinational corporations (MNCs)." Business: Theory and Practice 19 (October 16, 2018): 195–207. https://doi.org/10.3846/btp.2018.20.

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The primary purpose of this study was to explore the relationship between scenario planning and strategic performance. The data was collected from 121 Multinational corporations operating in Jordan by using a questionnaire. Pearson correlation and the partial least squares (PLS) methodology for factor analysis and path modelling was used to test the study hypotheses. The study found a positive and statistically significant relationships between scenario planning and the four components of strategic performance: financial performance, customer performance, learning and growth, and internal busi

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3

Ratcliffe, John. "Scenario planning: strategic interviews and conversations." Foresight 4, no. 1 (2002): 19–30. http://dx.doi.org/10.1108/14636680210425228.

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4

WANG, HSIAO-FAN, and WAN-YU CHANG. "FUZZY SCENARIO ANALYSIS IN STRATEGIC PLANNING." International Journal of General Systems 30, no. 2 (2001): 193–207. http://dx.doi.org/10.1080/03081070108960705.

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5

Hussein, Hussein Waleed, and Dr Abdulnaser Alag Hafedh. "REFLECTION OF STRATEGIC BEHAVIORS IN SCENARIO PLANNING." International Journal of Research in Social Sciences and Humanities 10, no. 4 (2020): 141–44. http://dx.doi.org/10.37648/ijrssh.v10i04.013.

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6

Hanafizadeh, Payam, Ali Hashemi, and Esmael Salahi Parvin. "Robust Strategic Planning Employing Scenario Planning and Fuzzy Inference System." International Journal of Decision Support System Technology 1, no. 3 (2009): 21–45. http://dx.doi.org/10.4018/jdsst.2009070102.

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7

Lew, Charlene, Danielle Meyerowitz, and Göran Svensson. "Formal and informal scenario-planning in strategic decision-making: an assessment of corporate reasoning." Journal of Business & Industrial Marketing 34, no. 2 (2019): 439–50. http://dx.doi.org/10.1108/jbim-03-2018-0096.

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PurposeThe theoretical value of scenario-planning as a strategic tool is well recognized in literature. The purpose of this study is to explore the corporate reasoning of formal and informal usage (or non-usage) of scenario-planning in strategic decision-making.Design/methodology/approachAn overview of the relevant literature on scenario-planning as a strategic decision-making tool in the context of complexity and uncertainty is presented, in combination with 15 case studies on executives in the South African context.FindingsThe findings are based on a study in the emerging market context. Fro

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8

Chermack, Thomas J., and Richard A. Swanson. "Scenario Planning: Human Resource Development's Strategic Learning Tool." Advances in Developing Human Resources 10, no. 2 (2008): 129–46. http://dx.doi.org/10.1177/1523422307313530.

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9

Sharma, Kish J. "Scenario driven planning: Learning to manage strategic uncertainty." Technological Forecasting and Social Change 52, no. 1 (1996): 97–99. http://dx.doi.org/10.1016/0040-1625(96)85695-2.

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10

Li, Xiang, Cheng Leong Ang, and Robert Gay. "An intelligent scenario generator for strategic business planning." Computers in Industry 34, no. 3 (1997): 261–69. http://dx.doi.org/10.1016/s0166-3615(97)00062-6.

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11

Abuzaid, Ahmad Nasser. "SCENARIO PLANNING AS APPROACH TO IMPROVE THE STRATEGIC PERFORMANCE OF MULTINATIONAL CORPORATIONS (MNCS)." Business: Theory and Practice 19 (October 16, 2018): 195–207. http://dx.doi.org/10.3846/btp.2018.20.

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The primary purpose of this study was to explore the relationship between scenario planning and strategic performance. The data was collected from 121 Multinational corporations operating in Jordan by using a questionnaire. Pearson correlation and the partial least squares (PLS) methodology for factor analysis and path modelling was used to test the study hypotheses. The study found a positive and statistically significant relationships between scenario planning and the four components of strategic performance: financial performance, customer performance, learning and growth, and internal busi

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12

Li, Wei, Chong Chen, Jing Du, and Ling Xu. "A System Dynamic (SD) Model for Logistics Strategic Environmental Assessment (SEA)." Applied Mechanics and Materials 535 (February 2014): 217–21. http://dx.doi.org/10.4028/www.scientific.net/amm.535.217.

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Strategic environmental assessment (SEA) plays a role before the logistics planning carrying out, which can effectively avoid environmental problems caused by strategic errors. This paper adopts system dynamic software to set up SD model, and takes Dalians logistics planning as a case. Six alternative scenarios based on the plannings goal and direction are simulated. It is found that the integrated scenario turns out to be the best scenario, and this work can provide scientific decision basis for governments.

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13

Meyerowitz, Danielle, Charlene Lew, and Göran Svensson. "Scenario-planning in strategic decision-making: requirements, benefits and inhibitors." foresight 20, no. 6 (2018): 602–21. http://dx.doi.org/10.1108/fs-04-2018-0036.

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Purpose The purpose of this paper is to explore the corporate requirements, benefits and inhibitors of scenario planning in strategic decision-making. Design/methodology/approach This paper is based on a sample of 15 case studies with executives in the South African context to reveal the perceived corporate requirements, benefits and inhibitors of scenario-planning. Findings From the cases, it is evident that industry-, organizational- and leadership-related factors enable or inhibit scenario planning. Requirements, benefits and inhibitors are revealed in strategic decision-making. Research li

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14

Dzhumaniyazova, Dilbar Azatovna, and Inessa Vyacheslavovna Morkhova. "METHODOLOGICAL ASPECTS OF SCENARIO-STRATEGIC ANALYSIS AND PLANNING IN EDUCATION." Multidisciplinary Journal of Science and Technology 5, no. 5 (2025): 1678–80. https://doi.org/10.5281/zenodo.15572175.

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In the rapidly evolving landscape of global education, long-term planning and adaptive strategies are essential for institutions seeking to remain relevant and responsive. Scenario-strategic analysis and planning offer a forward-looking methodological framework that enables educational leaders to navigate uncertainty, align institutional goals with socio-economic trends, and design flexible strategies. This article explores the conceptual foundations, methodological tools, and practical applications of scenario-strategic analysis in education. It highlights how scenario-building, foresight tec

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15

Mittal, Shobhit, Shantanu Neema, and Vikas Mendhe. "Revolutionizing Scenario Planning: The ORSP Framework as a Strategic Solution for Financial Modeling and Business Planning Challenges." International Journal of Science and Research (IJSR) 13, no. 1 (2024): 1470–75. http://dx.doi.org/10.21275/sr24122061143.

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16

Ács, Annamaria. "A strategic approach to stakeholder engagement and scenario planning." Prosperitas 11, no. 4 (2024): 1–19. https://doi.org/10.31570/prosp_2024_0130.

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Strategic thinking is crucial for urban planning in a world characterized by uncertainties. To address these uncertainties, long-term visionary planning is essential, enabling the creation of resilient and adaptable strategies. Involvement of stakeholders, such as businesses, NGOs, and local governments, in participatory governance has become a widely used method in Western democracies. This approach fosters collaboration between various actors, enabling diverse viewpoints in decisionmaking processes. Strategic foresight has emerged as a valuable tool for managing uncertainty by developing pla

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17

van de Ven-Glastra, M. J., J. Q. J. C. Verberk, R. Sonke, J. Dominicus, and A. Bindt. "Strategic scenario analysis of long-term asset management planning." Water Practice and Technology 12, no. 1 (2017): 48–54. http://dx.doi.org/10.2166/wpt.2017.009.

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Evides Waterbedrijf (Evides) has prepared a long term asset management plan (LTAP) for the 30 year to 2045 in relation to pending investments and future developments. Compilation of an LTAP is in the interests of both consumers and shareholders. Insights from the LTAP, as deduced from asset management practices, can be challenged against strategic decisions for the future. In addition, the LTAP can be used to predict long-term financial and technical resourcing requirements, as well as the resulting price for consumers and dividend for shareholders. In this paper the process of setting up an L

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18

Pisareva, O. M., and V. A. Perekalskiy. "Scenario modeling in the practice of industrial strategic planning." St. Petersburg State Polytechnical University Journal. Economics 246, no. 4 (2016): 238–51. http://dx.doi.org/10.5862/je.246.21.

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19

Church-Duran, Jennifer, and Deborah Ludwig. "Scenario Planning: Developing a Strategic Agenda for Organizational Alignment." Research Library Issues, no. 278 (March 1, 2012): 8–11. http://dx.doi.org/10.29242/rli.278.3.

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20

Ratcliffe, John. "Scenario building: a suitable method for strategic property planning?" Property Management 18, no. 2 (2000): 127–44. http://dx.doi.org/10.1108/02637470010328322.

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21

Brauers, Jutta, and Martin Weber. "A new method of scenario analysis for strategic planning." Journal of Forecasting 7, no. 1 (1988): 31–47. http://dx.doi.org/10.1002/for.3980070104.

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22

Oliver, John J., and Emma Parrett. "Managing uncertainty: harnessing the power of scenario planning." Strategic Direction 33, no. 1 (2017): 5–6. http://dx.doi.org/10.1108/sd-09-2016-0131.

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Purpose This paper aims to provide an overview of the role that scenario planning can play in managing the uncertainty caused by changing and unpredictable competitive dynamics. Design/methodology/approach This viewpoint reflects both the practical experience of strategic planners, combined with an academic insight into the advantages of using scenario planning as a management tool. Findings Firms can develop corporate level strategy and gain long-term certainty in their strategic approach by using scenario planning to strategize in a way that allows them to prepare for multiple futures, with

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23

Sonin, Aleksandr A. "DEVELOPMENT AND APPLICATION OF SCENARIOS IN STRATEGIC FINANCIAL PLANNING." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 11/4, no. 14 (2023): 67–74. http://dx.doi.org/10.36871/ek.up.p.r.2023.11.04.009.

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Scenario analysis as a method of financial planning and risk assessment is actively used by financial departments in large companies. The growing attention of banks and institutional investors to sustainable development issues contributes to the spread of scenario analysis in the corporate sector. The practice and approaches to scenario analysis have significant differences. The article attempts to systematize the approaches to scenario analysis described in the literature, identify the main essential elements of scenario analysis and propose a universal methodology for scenario analysis for s

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24

Danzaria, Yusuf, Abdullahi S. Araga, and Nnenna N. Chukwuma. "Scenario Planning and Organizational Response in Changing Business Environment." International Journal of Research and Innovation in Social Science VIII, IIIS (2024): 3926–39. http://dx.doi.org/10.47772/ijriss.2024.803284s.

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The paper is to investigate how can scenario planning help organizations to anticipate and prepare for future changes in the business environment. The paper uses two approaches to looked at the scenario planning from global, Africa and nationally by different authors, and the methodology used were the Developmental Configuration Approach (DCA) and Theoretical Reasoning Approach (TRA), the Developmental Configuration Approach focuses on an organization’s internal dynamics, analyzing its structure, systems, and culture to identify areas for improvement and growth. The Theoretical Reasoning Appro

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25

PSHENYCHNA, Iryna, Yuliia PRODIUS, and Serhii IZOTOV. "Scenario planning for the development of foreign economic activity of the hotel business enterprise in the conditions of the world pandemic." Economics. Finances. Law, no. 6 (June 18, 2021): 9–13. http://dx.doi.org/10.37634/efp.2021.6.2.

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Introduction. The hotel business is traditionally considered a highly profitable area of foreign economic activity. The most significant risk factors are considered to be economic, political and social instability in countries and regions. In 2020, almost all global tourism and hotel businesses faced a serious challenge in their development – a severe crisis caused by the rapid spread of a pandemic of a new species of coronavirus (COVID-19) around the world. In the context of a global pandemic, to support the activities of the hotel business, it is necessary to clearly define the content and s

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26

Mykhaylychenko, Natalya M., and Tetiana I. Svynarenko. "Improving Approaches to Strategic Planning of Domestic Oil and Gas Companies on the Basis of Leading Foreign Practices." Business Inform 3, no. 554 (2024): 198–203. http://dx.doi.org/10.32983/2222-4459-2024-3-198-203.

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The aim of the article is to improve approaches to strategic planning of activities of domestic oil and gas companies on the basis of studying the leading foreign practices in this area. The article examines approaches to strategic planning based on scenario analysis, which are common in foreign energy companies, on the example of Royal Dutch/Shell Group, which was the first to apply this methodical approach. As a result of the study of the features of strategic planning in oil and gas companies in the world practice, it is found that its basic instrument is scenario analysis, which involves t

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27

Paltschik, Mikael. "Scenarios – the art of bringing the future into today’s decision making!" Law and Business 3, no. 1 (2023): 12–21. http://dx.doi.org/10.2478/law-2023-0003.

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Abstract For more than half a century scenario planning has been part of the toolbox for many strategic planners. The usefulness of the scenario approach is emphasized in turbulent times, as the ones we are living at present. Besides having proven its role in traditional strategic decision making, scenario planning can create value for a number of different purposes. In this article we briefly describe the history of scenario planning and its application in the field of strategy. Our main contribution is in highlighting other application areas for scenarios, like innovation, leadership, brandi

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28

Schoemaker, Paul J. H., George S. Day, and Scott A. Snyder. "Integrating organizational networks, weak signals, strategic radars and scenario planning." Technological Forecasting and Social Change 80, no. 4 (2013): 815–24. http://dx.doi.org/10.1016/j.techfore.2012.10.020.

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29

Burt, George, and Anup Karath Nair. "Rigidities of imagination in scenario planning: Strategic foresight through ‘Unlearning’." Technological Forecasting and Social Change 153 (April 2020): 119927. http://dx.doi.org/10.1016/j.techfore.2020.119927.

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30

Greiner, Romy, Javier Puig, Cindy Huchery, Neil Collier, and Stephen T. Garnett. "Scenario modelling to support industry strategic planning and decision making." Environmental Modelling & Software 55 (May 2014): 120–31. http://dx.doi.org/10.1016/j.envsoft.2014.01.011.

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31

Lexa, Frank James, and Stephen Chan. "Scenario Analysis and Strategic Planning: Practical Applications for Radiology Practices." Journal of the American College of Radiology 7, no. 5 (2010): 369–73. http://dx.doi.org/10.1016/j.jacr.2009.12.012.

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32

Postma, Albert, and Ian Seymour Yeoman. "A systems perspective as a tool to understand disruption in travel and tourism." Journal of Tourism Futures 7, no. 1 (2021): 67–77. http://dx.doi.org/10.1108/jtf-04-2020-0052.

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Purpose The purpose of this paper is to contribute to the understanding of systems thinking and its value for strategic foresight and scenario planning to address disruptive forces from the outside, with the outbreak of COVID19 as a case study. Design/methodology/approach This conceptual paper concisely discusses the notion of systems thinking and the concept of complex adaptive systems and puts this in the context of contemporary society in general and travel and tourism in particular. Strategic foresight and scenario planning are introduced as an approach to anticipate disruptions in the com

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33

Daniluk, Piotr. "Strategic Analysis of Energy Security. Methodological Aspects of the Scenario Approach." Energies 14, no. 15 (2021): 4639. http://dx.doi.org/10.3390/en14154639.

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This article presents the research results related to the methodology of threat analysis to implement in energy security. In the conducted studies, the world’s output in scenario planning and the most famous cases of global security and technology scenarios were analysed. These projects were the Lisbon Group analysis, Shell’s scenario planning concepts, and the US National Intelligence Council’s long-term analysis. In this way, I demonstrated the limitations of a scenario-based view of the issues under study, resulting mainly from considering only one type of environment. The formulated conclu

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34

Azalia, Juan Carlos Ladines, and William Castillo Stein. "Strategic Planning and Scenario Planning in Public Institutions: The Case Study of Pacific Alliance." FIIB Business Review 6, no. 3 (2017): 26. http://dx.doi.org/10.29368/fiib.6.3.2017.26-37.

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35

Azalia, Juan Carlos Ladines, and William Castillo Stein. "Strategic Planning and Scenario Planning in Public Institutions: The Case Study of Pacific Alliance." FIIB Business Review 6, no. 3 (2017): 26–37. http://dx.doi.org/10.1177/2455265820170306.

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36

Tenaglia, Mason, and Patrick Noonan. "Scenario‐based strategic planning: A process for building top management consensus." Planning Review 20, no. 2 (1992): 12–19. http://dx.doi.org/10.1108/eb054350.

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37

Bouhalleb, Arafet, and Ali Smida. "Exploring the relationship between scenario planning and strategic flexibility and complexity." European J. of International Management 14, no. 3 (2020): 476. http://dx.doi.org/10.1504/ejim.2020.107033.

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38

Rikkonen, Pasi, Jari Kaivo‐oja, and Jyrki Aakkula. "Delphi expert panels in the scenario‐based strategic planning of agriculture." Foresight 8, no. 1 (2006): 66–81. http://dx.doi.org/10.1108/14636680610647156.

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39

Bouhalleb, Arafet, and Ali Smida. "Exploring the relationship between scenario planning and strategic flexibility and complexity." European J. of International Management 1, no. 1 (2019): 1. http://dx.doi.org/10.1504/ejim.2019.10016812.

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40

Vecchiato, Riccardo. "Scenario planning, cognition, and strategic investment decisions in a turbulent environment." Long Range Planning 52, no. 5 (2019): 101865. http://dx.doi.org/10.1016/j.lrp.2019.01.002.

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41

Xu, Weida, and Tianyuan Xiao. "Strategic robust mixed model assembly line balancing based on scenario planning." Tsinghua Science and Technology 16, no. 3 (2011): 308–14. http://dx.doi.org/10.1016/s1007-0214(11)70045-1.

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42

Moayer, Sorousha, and Parisa A. Bahri. "Hybrid intelligent scenario generator for business strategic planning by using ANFIS." Expert Systems with Applications 36, no. 4 (2009): 7729–37. http://dx.doi.org/10.1016/j.eswa.2008.09.046.

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43

MacKay, Brad, and Peter McKiernan. "Creativity and dysfunction in strategic processes: The case of scenario planning." Futures 42, no. 4 (2010): 271–81. http://dx.doi.org/10.1016/j.futures.2009.11.013.

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44

Millett, Stephen M., and Ed Honton. "Comment on ‘a new method of scenario analysis for strategic planning’." Journal of Forecasting 8, no. 2 (1989): 157–58. http://dx.doi.org/10.1002/for.3980080208.

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45

Bkauers, Jutta, and Martin Weber. "Response to ‘a new method of scenario analysis for strategic planning’." Journal of Forecasting 8, no. 2 (1989): 158. http://dx.doi.org/10.1002/for.3980080209.

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46

Nazar, Marina. "Strategic planning in poultry production." Russian Journal of Management 12, no. 2 (2024): 542–53. http://dx.doi.org/10.29039/2409-6024-2024-12-2-542-553.

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The article notes that nowadays strategic planning has taken its weighty place among management functions. Taking into account modern requirements, according to the quality management system, it is advisable to develop and introduce into practice a complex mechanism of enterprise activity management, including a set of economic, motivational, organizational and legal ways of purposeful interaction of economic subjects for the realization of enterprise potential to ensure its sustainable economic, financial and innovative development. The stages of development strategy of poultry enterprises on

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47

Stojanovic, Milica, Petar Mitkovic, and Mihailo Mitkovic. "The scenario method in urban planning." Facta universitatis - series: Architecture and Civil Engineering 12, no. 1 (2014): 81–95. http://dx.doi.org/10.2298/fuace1401081s.

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Scenario planning techniques are increasingly gaining attention in the process of spatial and urban planning because of their usefulness in times of uncertainty and complexity. Scenario planning encourages strategic thinking and helps to overcome thinking limitations by creating multiple futures. In this way, it can help to shape the future according to the values and desires of society. Although scenario planning has been used a lot in the business world, there are scarce examples of its application in the field of urban planning. One of the reasons for this is the huge variety of methods and

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48

Meissner, Philip, and Torsten Wulf. "The development of strategy scenarios based on prospective hindsight." Journal of Strategy and Management 8, no. 2 (2015): 176–90. http://dx.doi.org/10.1108/jsma-01-2015-0004.

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Purpose – Research focussed on the scenario method has increasingly criticized the widely used intuitive logics (IL) approach to scenario development and introduced enhanced approaches, such as the backwards logic method (BLM) or the antifragile (AF) method, to overcome the restrictions associated with the IL approach. The BLM and the AF method have contributed to the further development of the scenario method by integrating backward reasoning and by increasing the method’s effectiveness for decision making. The purpose of this paper is to build on these ideas and introduce strategy scenarios

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Ree, Jason Jihoon, and Kwangsoo Kim. "Smart Grid R&D Planning Based on Patent Analysis." Sustainability 11, no. 10 (2019): 2907. http://dx.doi.org/10.3390/su11102907.

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A smart grid employs information and communications technology to improve the efficiency, reliability, economics, and sustainability of electricity production and distribution. The convergent and complex nature of a smart grid and the multifarious connection between its individual technology components, as well as competition between private companies, which will exert substantial influences on the future smart grid business, make a strategic approach necessary from the beginning of research and development (R&D) planning with collaborations among various research groups and from national,

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50

Grove, Hugh, Maclyn Clouse, and Tracy Xu. "Strategic foresight for companies." Corporate Board role duties and composition 19, no. 2 (2023): 8–14. http://dx.doi.org/10.22495/cbv19i2art1.

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This paper addresses the critical importance of strategic foresight and offers guidance on how to evaluate its implementation. Strategic foresight is defined by three types of thinking (future, system, and exponential), and the key elements of horizon scanning and scenario planning. As chief executive officers (CEOs) express concerns about their companies’ future viability and adaptability to industry changes, strategic foresight emerges as a vital capability. Its structured yet open approach enables the identification and exploration of emerging challenges and opportunities, informing decisio

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