Scenarios planning

Making Essential Choices with Scant Information: Front-End Decision Making in Major Projects

Volumn , Issue , 2009, Pages 68-84

  van der Heijden, Kees ^a,b  

^a UNIVERSITY OF OXFORD   (United Kingdom)

^b UNIVERSITY OF STRATHCLYDE   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 78650156561     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1057/9780230236837     Document Type: Chapter

References (7)

1. Beardsley S and Farrell D. (2005). Regulation that is good for competition. The McKinsey Quarterly 2005 (2): 48-59.
2. Bernard M. (2008). New forms of coherence. In: Business Planning in Turbulent Times, New Methods for Applying Scenarios. Earthscan: London.
3. Emery F and Trist E. (1965). The causal texture of organizational environments. Human Relations 13 (1): 21-32.
4. Rajalahti R, Van der Heijden K, Janssen W, and Pehu E. (2006). Scenario Planning to Guide Long-Term Investments in Agricultural Science and Technology. The World Bank: Washington.
5. Sengupta, S. (2007). Economic boom fails to generate optimism in India. New York Times. 16th August 2007.
6. Van der Heijden K. (2005). Scenarios, the Art of Strategic Conversation (2nd edition). John Wiley & Sons, Ltd.: Chichester, UK.
7. Vickers G. (1995). The Art of Judgment: A Study of Policy Making (Centenary edition). Sage: Thousand Oaks