Managing the Future

"This is a fascinating book, placing contemporary techniques for managerial foresight within a rich and challenging theoretical context. It is recommended equally for thinking practitioners and for practice-sensitive teachers and researchers." Richard Whittington, Said Business School

"This timely book adds a new dimension to the strategy debate and sources of competitive advantage. Its topic, strategic foresight, is most crucial in turbulent environments, in which change is frequent and disruptive. The authors show that not so much a superior vision, appropriate plan, generic strategy, innovative culture or unique resource-pool, but rather strategic foresight differentiates successful firms from failing firms. In fact, unlearning and relearning may be one of the most important outcomes." Professor Henk W Volberda, Rotterdam School of Management, Erasmus University

"Strategic foresight is central to managing the future, yet it is one of the least understood areas of management. Tsoukas and Shepherd offer a collection of readings that serve to deepen our understanding of what organizational foresight is, and what it takes to do it well. Designed for the reader who seeks more than a superficial overview, it offers jewels of insight and a variety of frameworks that serve to challenge and enrich our mental maps about developing organizational foresight." Mary Crossan, University of Western Ontario

"Hari Tsoukas, Jill Sherpherd and the other contributors of this book provide a compelling vision as to why the 'future could be ours to manage.' This is a thought-provoking book that offers ways by which individuals can develop foresight." Raghu Garud, New York University

"This is really good material, from good scholars, on this emerging field. It will attract a wide audience." Colin Eden, University of Strathclyde

"This book brings together different perspectives on an increasingly challenging question: just how might managers cope with the bewildering changes that are occurring in the world around them. The book raises more questions that it answers perhaps; but that is for the good: they are questions that need to be raised to inform a research agenda that is, and will increasingly become, central to management needs." Gerry Johnson, Strathclyde University