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1
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84915101720
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More companies use ‘futurists’ to discern what is lying ahead
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(1975)
Wall Street Journal
, vol.135
, Issue.62
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2
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84911551399
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Corporate planning: piercing the corporate fog in the executive suites
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(1975)
Business Week
, pp. 46-54
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3
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0016942462
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An assessment of futures studies world wide
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Among the futures research techniques comparatively ranked were scenario building, extrapolation techniques, statistical models, simulation, delphi technique, cross-impact analysis, causal models, network analysis, relevance trees, contextual mapping and individual judgment methods; scenario building ranked fourth in preference behind statistical models, extrapolation techniques and individual judgment methods. Thus, among formal conjectural techniques, it would appear, scenario building was most utilized.
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(1976)
Futures
, vol.8
, pp. 135-145
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McHale1
McHale2
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6
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33745092894
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The use of scenarios in corporate planning—eight case histories
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In addition to our February, 1979 article in Long Range Planning, see also subsequent findings from in-depth studies of eight firms
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(1981)
Long Range Planning
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Klein1
Linneman2
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7
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84915101718
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In February 1982, using Dialog Information Retrieval Service, four computer searches of the literature were made. The terms searched were (1) multiple scenario analysis; (2) scenarios/management; (3) scenarios/corporate planning and (4) scenarios/forecasting. Between 1 January 1978 and 31 December 1981 25 articles were noted which dealt with the use of scenarios in corporate planning. This is an increase over the previous 4 years, but still relatively few articles given the extent of use by industrial firms. Readers should be sure to note
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(1982)
Long Range Panning's
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8
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0016942462
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An assessment of futures studies world wide
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See, for example, articles by
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(1976)
Futures
, vol.8
, pp. 135-145
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McHale1
McHale2
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10
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0041480885
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In the definition of scenarios provided in our introductory section, we suggest that scenario-writing is not a futures forecasting technique per se. Yet, here, we refer to MSA as the most widely used of the futures forecasting approaches. There would appear to be an inconsistency. Yet, scenarios can be classified in two ways. Some—particularly planners and forecasters within corporate contexts—use scenarios as a futures forecasting approach, as opposed to, say, Delphi or cross-impact analysis. However, these latter two techniques might be used as part of some formal scenario-generating method. In such a case, the ‘scenario’ is the vehicle or format for the depiction of some future state arrived at by the futures forecasting techniques. Other researchers who may or may not recognize this distinction have quite clearly treated scenarios as another forecasting technique when attempting similar studies.
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(1980)
Technological Forecasting and Social Change
, vol.16
, pp. 155-166
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Balachandra1
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