The Practice of Scenario Planning: An Analysis of Inter‐ and Intra‐organizational Strategizing
通过纵向案例研究，分析了情景规划在组织间层面的应用与效果，发现其作为简化复杂性的实践，能促进意义建构和故事讲述，但产生的故事作为边界对象在向组织内传递知识时效果较弱。
Strategic activity is often punctuated through the application of strategy tools. Despite widespread use, a lack of understanding exists regarding the impact such tools and their practices have on an organization's strategy process. Of the growing body of research tackling the phenomenon, none appears to extend beyond an intra‐organizational setting. Acknowledging the importance of multi‐organizational partnerships, particularly in the public sector, in this paper an attempt is made to help fill this void through examining the application and effect of a scenario planning process at an inter‐organizational level. Conceptualizing scenario planning as a practice of simplexity, where complexity of thought combines with simplicity of action, an in‐depth, longitudinal case study is used to demonstrate the importance and interaction of sensemaking, storytelling and organizing in creating meaning within strategizing activities at the inter‐organizational level. However, also demonstrated is the relative weakness of the output of the scenario planning process − the stories − as a boundary object capable of transferring knowledge and meaning to the intra‐organizational level. Through empirical and theoretical integration a model is developed presenting the flow of practices and artefacts used in sensemaking within inter‐ and intra‐organizational strategizing.