 Concluding Chapter — Globalisation and Scenarios: A Paradoxical NavigationAnne Marchais-Roubelat and Fabrice Roubelat Chapter 14 in The Paradoxes of Globalisation, 2010, pp 262-278 from Palgrave Macmillan Abstract: Abstract When a strategy that was efficient yesterday is counter-efficient today, the decision-maker often invokes complexity and time acceleration. When companies have become a nexus for contracts concluded between geographically separated stakeholders, the manager speaks of globalisation. Looking for a methodology enabling him to manage the dynamics of interacting stakeholders, a futures-thinking approach may well come to mind. From its inception, this approach takes as a given the fact that decisional contexts are likely to be increasingly unstable and interdependent. The futures approach developed from the post-war period attempts to mix the long-term visions of decision-makers, managers and academics with the aim of enlightening decisional processes. Such a futures-oriented thinking outlines several possible worlds, the existence of only one of which would be promoted (Berger, 1964: 226). The objective here is to highlight the gaps between these worlds and the one in which the decisions are made. Keywords: Harvard Business Review; Globalised World; Management Forecast; Future Approach; Projective Scenario (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30396-6_16 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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