02343nam 2200577Ia 450 991082140070332120200520144314.01-280-51194-X97866105119451-84544-573-2(CKB)1000000000004068(OCoLC)133162281(CaPaEBR)ebrary10052810(SSID)ssj0000465862(PQKBManifestationID)11337264(PQKBTitleCode)TC0000465862(PQKBWorkID)10457802(PQKB)10943191(MiAaPQ)EBC232168(Au-PeEL)EBL232168(CaPaEBR)ebr10052810(CaONFJC)MIL51194(EXLCZ)99100000000000406820000815d2003 uy 0engurcn|||||||||txtccrIntegrate scenario learning with decision making /editor, Robert M. Randall1st ed.Bradford, England Emerald Group Publishingc20031 online resource (67 p.) Strategy & leadership ;v.31, no. 2Bibliographic Level Mode of Issuance: Monograph0-86176-800-0 Table of contents -- Editor's letter -- How corporations learn from scenarios -- The future of scenarios: challenges and opportunities -- Tailoring scenario planning to the company culture -- The art and strategy of scenario writing -- High-tech 2005: the horizontal, hypercompetitive future -- Knowledge is today's capital: Strategy &amp -- Leadership interviews Thomas A. Stewart -- The strategist's bookshelf.This issue is the second in a two-part series looking at what's new about scenario planning and development. The first part (Vol. 31 No. 1) was devoted to innovative scenario methodologies for managing discontinuity in the near term, a concept practiced by only a few leading firms.LeadershipStrategic planningLeadership.Strategic planning.658.4012Randall Robert M.1940-1476907MiAaPQMiAaPQMiAaPQBOOK9910821400703321Integrate scenario learning with decision making3931687UNINA