Edited by Laura Anna Costanzo, Associate Professor, Strategy & Innovation, Director of the PhD Programmes and Director of the Centre for Innovation and Enterprise, Southampton Business School, University of Southampton and Robert Bradley MacKay, Professor of Strategy, University of St Andrews, UK

• Contents:IntroductionRobert Bradley MacKay and Laura A. CostanzoPART I: PROBING THE FUTURE: CULTIVATING STRATEGIC FORESIGHT1. Redefining Strategic Foresight: ‘Fast’ and ‘Far’ Sight via Complexity Science Bill McKelvey and Max Boisot2. Anticipating Critique and Occasional Reason: Modes of Reasoning in the Face of a Radically Open FutureDavid Seidl and Dominik van Aaken3. Strategic ForesightAjit Nayak4. The Symbolism of Foresight Processes in OrganizationsJan Oliver Schwarz5. Strategic Foresight: Counterfactual and Prospective Sensemaking in Enacted EnvironmentsRobert Bradley MacKay6. Modal Narratives, Possible Worlds and Strategic ForesightCharles Booth, Peter Clark, Agnès Delahaye-Dado, Stephen Procter and Michael Rowlinson7. Scenarios as Knowledge Transformed into Strategic ‘Re-presentations’: The Use of Foresight Studies to Help Shape and Implement StrategyThomas Durand8. Researching the Organization–Environment RelationshipGeorge BurtPART II: FORESIGHT AND ORGANIZATIONAL BECOMING: STRATEGY PROCESS, PRACTICE AND CHANGE9. Strategizing as Practising: Strategic Learning as a Source of ConnectionElena P. Antonacopoulou10. Improvisational Bricolage: A Practice-based Approach to Strategy and ForesightMiguel Pina e Cunha, João Vieira Da Cunha and Stewart R. Clegg11. Micro-political Strategies and Strategizing in Multinational Corporations: The Case of Subsidiary Mandate Change Christoph Dörrenbächer and Mike Geppert12. How Organizational DNA Works David Weir, Craig Marsh and Wilf Greenwood 13. Making Sense of Organizational Becoming: The Need for Essential Stabilities in Organizational ChangeIan Colville14. Agency in Management of Change: Bringing in Relationality, Situatedness and Foresight Ahu Tatli and Mustafa F. Özbilgin 15. The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management that Combines Agency and InstitutionJulie Battilana and Bernard LecaPART III: SHAPING THE FUTURE: STRATEGIZING AND INNOVATION16. The Role of Middle Managers in Enabling ForesightLaura A. Costanza and Vicky Tzoumpa17. Hollow at the Top: (Re)claiming the Responsibilities of Leadership in StrategizingC. Marlene Fiol and Edward J. O’Connor18. Visions and Innovation Strategy Jonathan Sapsed19. Innovation through Ambidexterity: How to Achieve the Ambidextrous Organization Constantinos Markides and Wenyi Chu20. Fast Cycle Capability: A Conceptual Integration V.K. Narayanan21. Interactions with Customers for InnovationC. Annique Un and Alvaro Cuervo-Cazurra 22. Organizational Innovation of the Toyota GroupFaith HataniPART IV: RESPONDING TO THE FUTURE: INTUITION, INERTIA AND STRATEGIC FLEXIBILITY23. The Role of Intuition in Strategic Decision MakingMarta Sinclair, Eugene Sadler-Smith and Gerard P. Hodgkinson24. (Un) Great Expectations: Effects of Underestimations and Self-perception on PerformanceRodolphe Durand25. Strategic Foresight and the Role of Organizational Memory Within a Punctuated Equilibrium FrameworkStelios C. Zyglidopoulos and Stephanie W.J.C. Schreven26. Adaptation, Inertia and the Flexible Organization: A Study of the Determinants of Organizational Flexibility in an Emerging EconomyAndrés Hatum and Andrew M. Pettigrew27. Addressing Path Dependency in the Capabilities Approach: Historicism and Foresight Meet on the ‘Road Less Travelled’Swapnesh K. Masrani and Peter McKiernan28. Dynamic Knowledge CreationTaman H. Powell and Howard Thomas29. Foreseeing the Problem of Conformity in Strategy Teaching, Research and PracticeGregory B. VitIndex

Edited by Laura Anna Costanzo, Associate Professor, Strategy & Innovation, Director of the PhD Programmes and Director of the Centre for Innovation and Enterprise, Southampton Business School, University of Southampton and Robert Bradley MacKay, Professor of Strategy, University of St Andrews, UK

• Contents:IntroductionRobert Bradley MacKay and Laura A. CostanzoPART I: PROBING THE FUTURE: CULTIVATING STRATEGIC FORESIGHT1. Redefining Strategic Foresight: ‘Fast’ and ‘Far’ Sight via Complexity Science Bill McKelvey and Max Boisot2. Anticipating Critique and Occasional Reason: Modes of Reasoning in the Face of a Radically Open FutureDavid Seidl and Dominik van Aaken3. Strategic ForesightAjit Nayak4. The Symbolism of Foresight Processes in OrganizationsJan Oliver Schwarz5. Strategic Foresight: Counterfactual and Prospective Sensemaking in Enacted EnvironmentsRobert Bradley MacKay6. Modal Narratives, Possible Worlds and Strategic ForesightCharles Booth, Peter Clark, Agnès Delahaye-Dado, Stephen Procter and Michael Rowlinson7. Scenarios as Knowledge Transformed into Strategic ‘Re-presentations’: The Use of Foresight Studies to Help Shape and Implement StrategyThomas Durand8. Researching the Organization–Environment RelationshipGeorge BurtPART II: FORESIGHT AND ORGANIZATIONAL BECOMING: STRATEGY PROCESS, PRACTICE AND CHANGE9. Strategizing as Practising: Strategic Learning as a Source of ConnectionElena P. Antonacopoulou10. Improvisational Bricolage: A Practice-based Approach to Strategy and ForesightMiguel Pina e Cunha, João Vieira Da Cunha and Stewart R. Clegg11. Micro-political Strategies and Strategizing in Multinational Corporations: The Case of Subsidiary Mandate Change Christoph Dörrenbächer and Mike Geppert12. How Organizational DNA Works David Weir, Craig Marsh and Wilf Greenwood 13. Making Sense of Organizational Becoming: The Need for Essential Stabilities in Organizational ChangeIan Colville14. Agency in Management of Change: Bringing in Relationality, Situatedness and Foresight Ahu Tatli and Mustafa F. Özbilgin 15. The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management that Combines Agency and InstitutionJulie Battilana and Bernard LecaPART III: SHAPING THE FUTURE: STRATEGIZING AND INNOVATION16. The Role of Middle Managers in Enabling ForesightLaura A. Costanza and Vicky Tzoumpa17. Hollow at the Top: (Re)claiming the Responsibilities of Leadership in StrategizingC. Marlene Fiol and Edward J. O’Connor18. Visions and Innovation Strategy Jonathan Sapsed19. Innovation through Ambidexterity: How to Achieve the Ambidextrous Organization Constantinos Markides and Wenyi Chu20. Fast Cycle Capability: A Conceptual Integration V.K. Narayanan21. Interactions with Customers for InnovationC. Annique Un and Alvaro Cuervo-Cazurra 22. Organizational Innovation of the Toyota GroupFaith HataniPART IV: RESPONDING TO THE FUTURE: INTUITION, INERTIA AND STRATEGIC FLEXIBILITY23. The Role of Intuition in Strategic Decision MakingMarta Sinclair, Eugene Sadler-Smith and Gerard P. Hodgkinson24. (Un) Great Expectations: Effects of Underestimations and Self-perception on PerformanceRodolphe Durand25. Strategic Foresight and the Role of Organizational Memory Within a Punctuated Equilibrium FrameworkStelios C. Zyglidopoulos and Stephanie W.J.C. Schreven26. Adaptation, Inertia and the Flexible Organization: A Study of the Determinants of Organizational Flexibility in an Emerging EconomyAndrés Hatum and Andrew M. Pettigrew27. Addressing Path Dependency in the Capabilities Approach: Historicism and Foresight Meet on the ‘Road Less Travelled’Swapnesh K. Masrani and Peter McKiernan28. Dynamic Knowledge CreationTaman H. Powell and Howard Thomas29. Foreseeing the Problem of Conformity in Strategy Teaching, Research and PracticeGregory B. VitIndex

Edited by Laura Anna Costanzo, Associate Professor, Strategy & Innovation, Director of the PhD Programmes and Director of the Centre for Innovation and Enterprise, Southampton Business School, University of Southampton and Robert Bradley MacKay, Professor of Strategy, University of St Andrews, UK

• Contents:IntroductionRobert Bradley MacKay and Laura A. CostanzoPART I: PROBING THE FUTURE: CULTIVATING STRATEGIC FORESIGHT1. Redefining Strategic Foresight: ‘Fast’ and ‘Far’ Sight via Complexity Science Bill McKelvey and Max Boisot2. Anticipating Critique and Occasional Reason: Modes of Reasoning in the Face of a Radically Open FutureDavid Seidl and Dominik van Aaken3. Strategic ForesightAjit Nayak4. The Symbolism of Foresight Processes in OrganizationsJan Oliver Schwarz5. Strategic Foresight: Counterfactual and Prospective Sensemaking in Enacted EnvironmentsRobert Bradley MacKay6. Modal Narratives, Possible Worlds and Strategic ForesightCharles Booth, Peter Clark, Agnès Delahaye-Dado, Stephen Procter and Michael Rowlinson7. Scenarios as Knowledge Transformed into Strategic ‘Re-presentations’: The Use of Foresight Studies to Help Shape and Implement StrategyThomas Durand8. Researching the Organization–Environment RelationshipGeorge BurtPART II: FORESIGHT AND ORGANIZATIONAL BECOMING: STRATEGY PROCESS, PRACTICE AND CHANGE9. Strategizing as Practising: Strategic Learning as a Source of ConnectionElena P. Antonacopoulou10. Improvisational Bricolage: A Practice-based Approach to Strategy and ForesightMiguel Pina e Cunha, João Vieira Da Cunha and Stewart R. Clegg11. Micro-political Strategies and Strategizing in Multinational Corporations: The Case of Subsidiary Mandate Change Christoph Dörrenbächer and Mike Geppert12. How Organizational DNA Works David Weir, Craig Marsh and Wilf Greenwood 13. Making Sense of Organizational Becoming: The Need for Essential Stabilities in Organizational ChangeIan Colville14. Agency in Management of Change: Bringing in Relationality, Situatedness and Foresight Ahu Tatli and Mustafa F. Özbilgin 15. The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management that Combines Agency and InstitutionJulie Battilana and Bernard LecaPART III: SHAPING THE FUTURE: STRATEGIZING AND INNOVATION16. The Role of Middle Managers in Enabling ForesightLaura A. Costanza and Vicky Tzoumpa17. Hollow at the Top: (Re)claiming the Responsibilities of Leadership in StrategizingC. Marlene Fiol and Edward J. O’Connor18. Visions and Innovation Strategy Jonathan Sapsed19. Innovation through Ambidexterity: How to Achieve the Ambidextrous Organization Constantinos Markides and Wenyi Chu20. Fast Cycle Capability: A Conceptual Integration V.K. Narayanan21. Interactions with Customers for InnovationC. Annique Un and Alvaro Cuervo-Cazurra 22. Organizational Innovation of the Toyota GroupFaith HataniPART IV: RESPONDING TO THE FUTURE: INTUITION, INERTIA AND STRATEGIC FLEXIBILITY23. The Role of Intuition in Strategic Decision MakingMarta Sinclair, Eugene Sadler-Smith and Gerard P. Hodgkinson24. (Un) Great Expectations: Effects of Underestimations and Self-perception on PerformanceRodolphe Durand25. Strategic Foresight and the Role of Organizational Memory Within a Punctuated Equilibrium FrameworkStelios C. Zyglidopoulos and Stephanie W.J.C. Schreven26. Adaptation, Inertia and the Flexible Organization: A Study of the Determinants of Organizational Flexibility in an Emerging EconomyAndrés Hatum and Andrew M. Pettigrew27. Addressing Path Dependency in the Capabilities Approach: Historicism and Foresight Meet on the ‘Road Less Travelled’Swapnesh K. Masrani and Peter McKiernan28. Dynamic Knowledge CreationTaman H. Powell and Howard Thomas29. Foreseeing the Problem of Conformity in Strategy Teaching, Research and PracticeGregory B. VitIndex