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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Environmental Scanning</h1><div class="u-tcGrayDark">2,393 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Environmental Scanning</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Environmental_Scanning">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Environmental_Scanning/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Environmental_Scanning/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Environmental_Scanning/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Environmental_Scanning">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_26537348" data-work_id="26537348" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/26537348/Environmental_scans_how_useful_are_they_for_primary_care_research">Environmental scans: how useful are they for primary care research?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">T]he focus shifts the locus of change from the individual to the environment in which the individual resides. Such a shift can provide crucial insight into realistic expectations related to health behaviors and the utilization of health... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_26537348" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">T]he focus shifts the locus of change from the individual to the environment in which the individual resides. Such a shift can provide crucial insight into realistic expectations related to health behaviors and the utilization of health services. By examining environmental or contextual factors, researchers can collect data to guide the design of effective health programs uniquely tailored to the needs of the communities.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/26537348" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a85fcff1f30639ea1af756d30a97b924" rel="nofollow" data-download="{"attachment_id":46831068,"asset_id":26537348,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46831068/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="15498814" href="https://uottawa.academia.edu/RoanneThomas">Roanne Thomas</a><script data-card-contents-for-user="15498814" type="text/json">{"id":15498814,"first_name":"Roanne","last_name":"Thomas","domain_name":"uottawa","page_name":"RoanneThomas","display_name":"Roanne Thomas","profile_url":"https://uottawa.academia.edu/RoanneThomas?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_26537348 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="26537348"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 26537348, container: ".js-paper-rank-work_26537348", }); 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$(".js-view-count[data-work-id=26537348]").text(description); $(".js-view-count-work_26537348").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_26537348").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="26537348"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">13</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="2974" href="https://www.academia.edu/Documents/in/Primary_Health_Care">Primary Health Care</a>, <script data-card-contents-for-ri="2974" type="text/json">{"id":2974,"name":"Primary Health Care","url":"https://www.academia.edu/Documents/in/Primary_Health_Care?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5709" href="https://www.academia.edu/Documents/in/Politics">Politics</a>, <script data-card-contents-for-ri="5709" type="text/json">{"id":5709,"name":"Politics","url":"https://www.academia.edu/Documents/in/Politics?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="16635" href="https://www.academia.edu/Documents/in/Health_Services_Research">Health Services Research</a>, <script data-card-contents-for-ri="16635" type="text/json">{"id":16635,"name":"Health Services Research","url":"https://www.academia.edu/Documents/in/Health_Services_Research?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="17969" href="https://www.academia.edu/Documents/in/Health_Policy">Health Policy</a><script data-card-contents-for-ri="17969" type="text/json">{"id":17969,"name":"Health Policy","url":"https://www.academia.edu/Documents/in/Health_Policy?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=26537348]'), work: {"id":26537348,"title":"Environmental scans: how useful are they for primary care research?","created_at":"2016-06-27T07:30:10.081-07:00","url":"https://www.academia.edu/26537348/Environmental_scans_how_useful_are_they_for_primary_care_research?f_ri=93117","dom_id":"work_26537348","summary":"T]he focus shifts the locus of change from the individual to the environment in which the individual resides. Such a shift can provide crucial insight into realistic expectations related to health behaviors and the utilization of health services. By examining environmental or contextual factors, researchers can collect data to guide the design of effective health programs uniquely tailored to the needs of the communities.","downloadable_attachments":[{"id":46831068,"asset_id":26537348,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":15498814,"first_name":"Roanne","last_name":"Thomas","domain_name":"uottawa","page_name":"RoanneThomas","display_name":"Roanne Thomas","profile_url":"https://uottawa.academia.edu/RoanneThomas?f_ri=93117","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":2974,"name":"Primary Health Care","url":"https://www.academia.edu/Documents/in/Primary_Health_Care?f_ri=93117","nofollow":false},{"id":5709,"name":"Politics","url":"https://www.academia.edu/Documents/in/Politics?f_ri=93117","nofollow":false},{"id":16635,"name":"Health Services Research","url":"https://www.academia.edu/Documents/in/Health_Services_Research?f_ri=93117","nofollow":false},{"id":17969,"name":"Health Policy","url":"https://www.academia.edu/Documents/in/Health_Policy?f_ri=93117","nofollow":false},{"id":21559,"name":"Health Care Management","url":"https://www.academia.edu/Documents/in/Health_Care_Management?f_ri=93117"},{"id":26327,"name":"Medicine","url":"https://www.academia.edu/Documents/in/Medicine?f_ri=93117"},{"id":54279,"name":"Policy making","url":"https://www.academia.edu/Documents/in/Policy_making?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":153168,"name":"Data Collection","url":"https://www.academia.edu/Documents/in/Data_Collection?f_ri=93117"},{"id":289161,"name":"Social Conditions","url":"https://www.academia.edu/Documents/in/Social_Conditions?f_ri=93117"},{"id":410370,"name":"Public health systems and services research","url":"https://www.academia.edu/Documents/in/Public_health_systems_and_services_research-1?f_ri=93117"},{"id":458190,"name":"Organizational Innovation","url":"https://www.academia.edu/Documents/in/Organizational_Innovation?f_ri=93117"},{"id":815067,"name":"Family Physician","url":"https://www.academia.edu/Documents/in/Family_Physician?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_760081" data-work_id="760081" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/760081/The_cultural_contradictions_of_managing_change_using_horizon_scanning_in_an_evidence_based_policy_context">The cultural contradictions of managing change: using horizon scanning in an evidence-based policy context</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Purpose -The purpose of this article is to identify points of conceptual conflict between evidence-based policy research and horizon (environmental) scanning.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/760081" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="26e53d1ba4dbe7736193e315bbaffea3" rel="nofollow" data-download="{"attachment_id":4407569,"asset_id":760081,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/4407569/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="573722" href="https://manoa-hawaii.academia.edu/WendyLSchultz">Wendy L. Schultz</a><script data-card-contents-for-user="573722" type="text/json">{"id":573722,"first_name":"Wendy L.","last_name":"Schultz","domain_name":"manoa-hawaii","page_name":"WendyLSchultz","display_name":"Wendy L. Schultz","profile_url":"https://manoa-hawaii.academia.edu/WendyLSchultz?f_ri=93117","photo":"https://0.academia-photos.com/573722/204587/8506610/s65_wendy_l..schultz.jpg"}</script></span></span></li><li class="js-paper-rank-work_760081 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="760081"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 760081, container: ".js-paper-rank-work_760081", }); });</script></li><li class="js-percentile-work_760081 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 760081; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_760081"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_760081 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="760081"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 760081; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=760081]").text(description); $(".js-view-count-work_760081").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_760081").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="760081"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5547" href="https://www.academia.edu/Documents/in/Policy">Policy</a>, <script data-card-contents-for-ri="5547" type="text/json">{"id":5547,"name":"Policy","url":"https://www.academia.edu/Documents/in/Policy?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9771" href="https://www.academia.edu/Documents/in/Foresight">Foresight</a>, <script data-card-contents-for-ri="9771" type="text/json">{"id":9771,"name":"Foresight","url":"https://www.academia.edu/Documents/in/Foresight?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="13487" href="https://www.academia.edu/Documents/in/Evidence_Based_Design">Evidence Based Design</a>, <script data-card-contents-for-ri="13487" type="text/json">{"id":13487,"name":"Evidence Based Design","url":"https://www.academia.edu/Documents/in/Evidence_Based_Design?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="17581" href="https://www.academia.edu/Documents/in/Futures_Studies">Futures Studies</a><script data-card-contents-for-ri="17581" type="text/json">{"id":17581,"name":"Futures Studies","url":"https://www.academia.edu/Documents/in/Futures_Studies?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=760081]'), work: {"id":760081,"title":"The cultural contradictions of managing change: using horizon scanning in an evidence-based policy context","created_at":"2011-07-19T06:58:07.434-07:00","url":"https://www.academia.edu/760081/The_cultural_contradictions_of_managing_change_using_horizon_scanning_in_an_evidence_based_policy_context?f_ri=93117","dom_id":"work_760081","summary":"Purpose -The purpose of this article is to identify points of conceptual conflict between evidence-based policy research and horizon (environmental) scanning.","downloadable_attachments":[{"id":4407569,"asset_id":760081,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":573722,"first_name":"Wendy L.","last_name":"Schultz","domain_name":"manoa-hawaii","page_name":"WendyLSchultz","display_name":"Wendy L. Schultz","profile_url":"https://manoa-hawaii.academia.edu/WendyLSchultz?f_ri=93117","photo":"https://0.academia-photos.com/573722/204587/8506610/s65_wendy_l..schultz.jpg"}],"research_interests":[{"id":5547,"name":"Policy","url":"https://www.academia.edu/Documents/in/Policy?f_ri=93117","nofollow":false},{"id":9771,"name":"Foresight","url":"https://www.academia.edu/Documents/in/Foresight?f_ri=93117","nofollow":false},{"id":13487,"name":"Evidence Based Design","url":"https://www.academia.edu/Documents/in/Evidence_Based_Design?f_ri=93117","nofollow":false},{"id":17581,"name":"Futures Studies","url":"https://www.academia.edu/Documents/in/Futures_Studies?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":134229,"name":"Horizon Scanning","url":"https://www.academia.edu/Documents/in/Horizon_Scanning?f_ri=93117"},{"id":459387,"name":"Scanning","url":"https://www.academia.edu/Documents/in/Scanning?f_ri=93117"},{"id":1003954,"name":"Emerging Change","url":"https://www.academia.edu/Documents/in/Emerging_Change?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_14061983" data-work_id="14061983" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/14061983/Computer_Supported_Collaborative_Environmental_Scanning_Diagnostic_Framework_and_Its_Application_for_a_Tunisian_Case_Study">Computer Supported Collaborative Environmental Scanning: Diagnostic Framework and Its Application for a Tunisian Case Study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The case study describes how the team members of a Tunisian Environmental Scanning Agriculture Observatory dealt with new ways of communicating introduced by technology. An inter-organizational computer supported collaborative work (CSCW)... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_14061983" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The case study describes how the team members of a Tunisian Environmental Scanning Agriculture Observatory dealt with new ways of communicating introduced by technology. An inter-organizational computer supported collaborative work (CSCW) platform was implemented within the agriculture observatory to ameliorate the communication of information and knowledge between the stakeholders. Our study aims to determine what contextual conditions could impede the adoption of the new ways of communicating and sharing knowledge. A diagnostic tool was designed and used to assess the impact of culture, structure and top management attitude, as contextual conditions, on the achievement of the collaborative environmental scanning and knowledge exchange activity. To understand the dynamic between these variables and their interplay during the implementation phases of the CSCW, we conducted a longitudinal study. The results could assist managers at the organizational level; indeed they will be able to avoid failures and to better support the process of organizational change.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/14061983" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="dd045bad6325fa0b9635c9994556bf68" rel="nofollow" data-download="{"attachment_id":38192934,"asset_id":14061983,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38192934/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33079654" href="https://esct.academia.edu/souadchouk">souad K A M O U N chouk</a><script data-card-contents-for-user="33079654" type="text/json">{"id":33079654,"first_name":"souad","last_name":"chouk","domain_name":"esct","page_name":"souadchouk","display_name":"souad K A M O U N chouk","profile_url":"https://esct.academia.edu/souadchouk?f_ri=93117","photo":"https://0.academia-photos.com/33079654/72207391/60667836/s65_souad.chouk.jpg"}</script></span></span></li><li class="js-paper-rank-work_14061983 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="14061983"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 14061983, container: ".js-paper-rank-work_14061983", }); 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$(".js-view-count[data-work-id=14061983]").text(description); $(".js-view-count-work_14061983").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_14061983").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="14061983"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="37" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2277" href="https://www.academia.edu/Documents/in/Project_Management">Project Management</a>, <script data-card-contents-for-ri="2277" type="text/json">{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="75837" href="https://www.academia.edu/Documents/in/Tunisia">Tunisia</a>, <script data-card-contents-for-ri="75837" type="text/json">{"id":75837,"name":"Tunisia","url":"https://www.academia.edu/Documents/in/Tunisia?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=14061983]'), work: {"id":14061983,"title":"Computer Supported Collaborative Environmental Scanning: Diagnostic Framework and Its Application for a Tunisian Case Study","created_at":"2015-07-14T23:34:33.977-07:00","url":"https://www.academia.edu/14061983/Computer_Supported_Collaborative_Environmental_Scanning_Diagnostic_Framework_and_Its_Application_for_a_Tunisian_Case_Study?f_ri=93117","dom_id":"work_14061983","summary":"The case study describes how the team members of a Tunisian Environmental Scanning Agriculture Observatory dealt with new ways of communicating introduced by technology. An inter-organizational computer supported collaborative work (CSCW) platform was implemented within the agriculture observatory to ameliorate the communication of information and knowledge between the stakeholders. Our study aims to determine what contextual conditions could impede the adoption of the new ways of communicating and sharing knowledge. A diagnostic tool was designed and used to assess the impact of culture, structure and top management attitude, as contextual conditions, on the achievement of the collaborative environmental scanning and knowledge exchange activity. To understand the dynamic between these variables and their interplay during the implementation phases of the CSCW, we conducted a longitudinal study. The results could assist managers at the organizational level; indeed they will be able to avoid failures and to better support the process of organizational change.","downloadable_attachments":[{"id":38192934,"asset_id":14061983,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33079654,"first_name":"souad","last_name":"chouk","domain_name":"esct","page_name":"souadchouk","display_name":"souad K A M O U N chouk","profile_url":"https://esct.academia.edu/souadchouk?f_ri=93117","photo":"https://0.academia-photos.com/33079654/72207391/60667836/s65_souad.chouk.jpg"}],"research_interests":[{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=93117","nofollow":false},{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=93117","nofollow":false},{"id":75837,"name":"Tunisia","url":"https://www.academia.edu/Documents/in/Tunisia?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":370326,"name":"Computer Supported Cooperative Work","url":"https://www.academia.edu/Documents/in/Computer_Supported_Cooperative_Work?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_20563835" data-work_id="20563835" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/20563835/National_Initiative_for_Telehealth_Guidelines_Environmental_Scan_of_Organizational_Technology_Clinical_and_Human_Resource_Issues">National Initiative for Telehealth Guidelines Environmental Scan of Organizational, Technology, Clinical and Human Resource Issues</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/20563835" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7eeda2299e6f556e516c767cfd914893" rel="nofollow" data-download="{"attachment_id":41439371,"asset_id":20563835,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/41439371/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="41806604" href="https://laurentian.academia.edu/JohnHogenbirk">John C Hogenbirk</a><script data-card-contents-for-user="41806604" type="text/json">{"id":41806604,"first_name":"John","last_name":"Hogenbirk","domain_name":"laurentian","page_name":"JohnHogenbirk","display_name":"John C Hogenbirk","profile_url":"https://laurentian.academia.edu/JohnHogenbirk?f_ri=93117","photo":"https://0.academia-photos.com/41806604/11310077/12617881/s65_john.hogenbirk.jpg"}</script></span></span></li><li class="js-paper-rank-work_20563835 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="20563835"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 20563835, container: ".js-paper-rank-work_20563835", }); 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$(".js-view-count[data-work-id=20563835]").text(description); $(".js-view-count-work_20563835").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_20563835").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="20563835"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="16606" href="https://www.academia.edu/Documents/in/Human_Resource">Human Resource</a>, <script data-card-contents-for-ri="16606" type="text/json">{"id":16606,"name":"Human Resource","url":"https://www.academia.edu/Documents/in/Human_Resource?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=20563835]'), work: {"id":20563835,"title":"National Initiative for Telehealth Guidelines Environmental Scan of Organizational, Technology, Clinical and Human Resource Issues","created_at":"2016-01-22T09:53:43.059-08:00","url":"https://www.academia.edu/20563835/National_Initiative_for_Telehealth_Guidelines_Environmental_Scan_of_Organizational_Technology_Clinical_and_Human_Resource_Issues?f_ri=93117","dom_id":"work_20563835","summary":null,"downloadable_attachments":[{"id":41439371,"asset_id":20563835,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":41806604,"first_name":"John","last_name":"Hogenbirk","domain_name":"laurentian","page_name":"JohnHogenbirk","display_name":"John C Hogenbirk","profile_url":"https://laurentian.academia.edu/JohnHogenbirk?f_ri=93117","photo":"https://0.academia-photos.com/41806604/11310077/12617881/s65_john.hogenbirk.jpg"}],"research_interests":[{"id":16606,"name":"Human Resource","url":"https://www.academia.edu/Documents/in/Human_Resource?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_29324765" data-work_id="29324765" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/29324765/Design_of_polyvinyl_alcohol_mercaptyl_fibers_for_arsenite_chelation">Design of polyvinyl alcohol mercaptyl fibers for arsenite chelation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The work described here entails the synthesis and characterization of polyvinyl alcohol mercaptyl fibers, coated on a 31 fiberglass substrate, for the purpose of removing arsenite (As ) from water. Because thiols are chemically the most... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_29324765" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The work described here entails the synthesis and characterization of polyvinyl alcohol mercaptyl fibers, coated on a 31 fiberglass substrate, for the purpose of removing arsenite (As ) from water. Because thiols are chemically the most active functional groups found in cells and are capable of forming very stable complexes with metal ions, this functional group was selected as an excellent candidate for arsenite removal from water. The fibers were characterized through infrared spectroscopy, elemental analysis, analytical titration, scanning electron microscopy, and environmental scanning microscopy. The ability of these systems to chelate arsenite was measured using equilibrium adsorption isotherms at initial concentrations of 10 and 100 ppm. The ability to regenerate these systems is also described. The fibrous mercaptyl system's performance is compared to the commercial product, Duolite's GT-73, a macroreticular polystyrene-divinylbenzene resin with chelating thiol functional groups. </div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/29324765" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1cbcfdbb0e025ab91b0af83824fa68cb" rel="nofollow" data-download="{"attachment_id":49764818,"asset_id":29324765,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/49764818/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="55167837" href="https://independent.academia.edu/ZhongrenYue">Zhongren Yue</a><script data-card-contents-for-user="55167837" type="text/json">{"id":55167837,"first_name":"Zhongren","last_name":"Yue","domain_name":"independent","page_name":"ZhongrenYue","display_name":"Zhongren Yue","profile_url":"https://independent.academia.edu/ZhongrenYue?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_29324765 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="29324765"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 29324765, container: ".js-paper-rank-work_29324765", }); 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$(".js-view-count[data-work-id=29324765]").text(description); $(".js-view-count-work_29324765").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_29324765").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="29324765"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="56" href="https://www.academia.edu/Documents/in/Materials_Engineering">Materials Engineering</a>, <script data-card-contents-for-ri="56" type="text/json">{"id":56,"name":"Materials Engineering","url":"https://www.academia.edu/Documents/in/Materials_Engineering?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="10655" href="https://www.academia.edu/Documents/in/Scanning_Electron_Microscopy">Scanning Electron Microscopy</a>, <script data-card-contents-for-ri="10655" type="text/json">{"id":10655,"name":"Scanning Electron Microscopy","url":"https://www.academia.edu/Documents/in/Scanning_Electron_Microscopy?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="78842" href="https://www.academia.edu/Documents/in/Infrared_spectroscopy">Infrared spectroscopy</a>, <script data-card-contents-for-ri="78842" type="text/json">{"id":78842,"name":"Infrared spectroscopy","url":"https://www.academia.edu/Documents/in/Infrared_spectroscopy?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=29324765]'), work: {"id":29324765,"title":"Design of polyvinyl alcohol mercaptyl fibers for arsenite chelation","created_at":"2016-10-21T07:11:18.907-07:00","url":"https://www.academia.edu/29324765/Design_of_polyvinyl_alcohol_mercaptyl_fibers_for_arsenite_chelation?f_ri=93117","dom_id":"work_29324765","summary":"The work described here entails the synthesis and characterization of polyvinyl alcohol mercaptyl fibers, coated on a 31 fiberglass substrate, for the purpose of removing arsenite (As ) from water. Because thiols are chemically the most active functional groups found in cells and are capable of forming very stable complexes with metal ions, this functional group was selected as an excellent candidate for arsenite removal from water. The fibers were characterized through infrared spectroscopy, elemental analysis, analytical titration, scanning electron microscopy, and environmental scanning microscopy. The ability of these systems to chelate arsenite was measured using equilibrium adsorption isotherms at initial concentrations of 10 and 100 ppm. The ability to regenerate these systems is also described. The fibrous mercaptyl system's performance is compared to the commercial product, Duolite's GT-73, a macroreticular polystyrene-divinylbenzene resin with chelating thiol functional groups. ","downloadable_attachments":[{"id":49764818,"asset_id":29324765,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":55167837,"first_name":"Zhongren","last_name":"Yue","domain_name":"independent","page_name":"ZhongrenYue","display_name":"Zhongren Yue","profile_url":"https://independent.academia.edu/ZhongrenYue?f_ri=93117","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":56,"name":"Materials Engineering","url":"https://www.academia.edu/Documents/in/Materials_Engineering?f_ri=93117","nofollow":false},{"id":10655,"name":"Scanning Electron Microscopy","url":"https://www.academia.edu/Documents/in/Scanning_Electron_Microscopy?f_ri=93117","nofollow":false},{"id":78842,"name":"Infrared spectroscopy","url":"https://www.academia.edu/Documents/in/Infrared_spectroscopy?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":389153,"name":"Polyvinyl alcohol","url":"https://www.academia.edu/Documents/in/Polyvinyl_alcohol?f_ri=93117"},{"id":519926,"name":"Functional Group","url":"https://www.academia.edu/Documents/in/Functional_Group?f_ri=93117"},{"id":590943,"name":"Metal ion","url":"https://www.academia.edu/Documents/in/Metal_ion?f_ri=93117"},{"id":741421,"name":"Adsorption Isotherm Models","url":"https://www.academia.edu/Documents/in/Adsorption_Isotherm_Models?f_ri=93117"},{"id":2520737,"name":"Activation Function","url":"https://www.academia.edu/Documents/in/Activation_Function?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4356840" data-work_id="4356840" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4356840/Environmental_scans_How_useful_are_they_for_primary_care_research">Environmental scans: How useful are they for primary care research?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Environmental scans (ESs) originated in a business context as a tool for retrieving and organizing data for decision making. Environmental scans have been mainly used to investigate external factors that are interpreted as keys to success... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4356840" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Environmental scans (ESs) originated in a business context as a tool for retrieving and organizing data for decision making. Environmental scans have been mainly used to investigate external factors that are interpreted as keys to success and affect the future of an organization. These scans are used to provide decision makers with knowledge about current social, economic, technological, and political contexts, and to identify any potential short- and long-term shifts. Equally important, ESs provide an opportunity for an organization to envision and plan for its future, given these contexts and shifts. The United Way of America engaged in comprehensive scanning to chart its future in the early 1980s. Since then, ESs have been growing in use and complexity.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4356840" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a0cfddb0c681bd675147c0d78b905e6d" rel="nofollow" data-download="{"attachment_id":31800120,"asset_id":4356840,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31800120/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2136144" href="https://yorkvilleu.academia.edu/PaulGraham">Paul Graham</a><script data-card-contents-for-user="2136144" type="text/json">{"id":2136144,"first_name":"Paul","last_name":"Graham","domain_name":"yorkvilleu","page_name":"PaulGraham","display_name":"Paul Graham","profile_url":"https://yorkvilleu.academia.edu/PaulGraham?f_ri=93117","photo":"https://0.academia-photos.com/2136144/692371/93192461/s65_paul.graham.jpg"}</script></span></span></li><li class="js-paper-rank-work_4356840 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4356840"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4356840, container: ".js-paper-rank-work_4356840", }); });</script></li><li class="js-percentile-work_4356840 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 4356840; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_4356840"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_4356840 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="4356840"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 4356840; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=4356840]").text(description); $(".js-view-count-work_4356840").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4356840").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4356840"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2974" href="https://www.academia.edu/Documents/in/Primary_Health_Care">Primary Health Care</a>, <script data-card-contents-for-ri="2974" type="text/json">{"id":2974,"name":"Primary Health Care","url":"https://www.academia.edu/Documents/in/Primary_Health_Care?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="21559" href="https://www.academia.edu/Documents/in/Health_Care_Management">Health Care Management</a>, <script data-card-contents-for-ri="21559" type="text/json">{"id":21559,"name":"Health Care Management","url":"https://www.academia.edu/Documents/in/Health_Care_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="26327" href="https://www.academia.edu/Documents/in/Medicine">Medicine</a>, <script data-card-contents-for-ri="26327" type="text/json">{"id":26327,"name":"Medicine","url":"https://www.academia.edu/Documents/in/Medicine?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4356840]'), work: {"id":4356840,"title":"Environmental scans: How useful are they for primary care research?","created_at":"2013-08-28T22:38:28.467-07:00","url":"https://www.academia.edu/4356840/Environmental_scans_How_useful_are_they_for_primary_care_research?f_ri=93117","dom_id":"work_4356840","summary":"Environmental scans (ESs) originated in a business context as a tool for retrieving and organizing data for decision making. Environmental scans have been mainly used to investigate external factors that are interpreted as keys to success and affect the future of an organization. These scans are used to provide decision makers with knowledge about current social, economic, technological, and political contexts, and to identify any potential short- and long-term shifts. Equally important, ESs provide an opportunity for an organization to envision and plan for its future, given these contexts and shifts. The United Way of America engaged in comprehensive scanning to chart its future in the early 1980s. Since then, ESs have been growing in use and complexity.","downloadable_attachments":[{"id":31800120,"asset_id":4356840,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2136144,"first_name":"Paul","last_name":"Graham","domain_name":"yorkvilleu","page_name":"PaulGraham","display_name":"Paul Graham","profile_url":"https://yorkvilleu.academia.edu/PaulGraham?f_ri=93117","photo":"https://0.academia-photos.com/2136144/692371/93192461/s65_paul.graham.jpg"}],"research_interests":[{"id":2974,"name":"Primary Health Care","url":"https://www.academia.edu/Documents/in/Primary_Health_Care?f_ri=93117","nofollow":false},{"id":21559,"name":"Health Care Management","url":"https://www.academia.edu/Documents/in/Health_Care_Management?f_ri=93117","nofollow":false},{"id":26327,"name":"Medicine","url":"https://www.academia.edu/Documents/in/Medicine?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":815067,"name":"Family Physician","url":"https://www.academia.edu/Documents/in/Family_Physician?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_49768647" data-work_id="49768647" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/49768647/Environmental_scanning_the_future_of_event_design">Environmental scanning the future of event design</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/49768647" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2794ded3a09d23a7dc48892de9defbf7" rel="nofollow" data-download="{"attachment_id":68009443,"asset_id":49768647,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/68009443/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="201149" href="https://temple.academia.edu/WesRoehl">Wes Roehl</a><script data-card-contents-for-user="201149" type="text/json">{"id":201149,"first_name":"Wes","last_name":"Roehl","domain_name":"temple","page_name":"WesRoehl","display_name":"Wes Roehl","profile_url":"https://temple.academia.edu/WesRoehl?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_49768647 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="49768647"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 49768647, container: ".js-paper-rank-work_49768647", }); });</script></li><li 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var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=49768647]").text(description); $(".js-view-count-work_49768647").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_49768647").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="49768647"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6426" href="https://www.academia.edu/Documents/in/Content_Analysis">Content Analysis</a>, <script data-card-contents-for-ri="6426" type="text/json">{"id":6426,"name":"Content Analysis","url":"https://www.academia.edu/Documents/in/Content_Analysis?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="43883" href="https://www.academia.edu/Documents/in/Tourism">Tourism</a>, <script data-card-contents-for-ri="43883" type="text/json">{"id":43883,"name":"Tourism","url":"https://www.academia.edu/Documents/in/Tourism?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=49768647]'), work: {"id":49768647,"title":"Environmental scanning the future of event design","created_at":"2021-07-11T16:44:37.312-07:00","url":"https://www.academia.edu/49768647/Environmental_scanning_the_future_of_event_design?f_ri=93117","dom_id":"work_49768647","summary":null,"downloadable_attachments":[{"id":68009443,"asset_id":49768647,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":201149,"first_name":"Wes","last_name":"Roehl","domain_name":"temple","page_name":"WesRoehl","display_name":"Wes Roehl","profile_url":"https://temple.academia.edu/WesRoehl?f_ri=93117","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=93117","nofollow":false},{"id":6426,"name":"Content Analysis","url":"https://www.academia.edu/Documents/in/Content_Analysis?f_ri=93117","nofollow":false},{"id":43883,"name":"Tourism","url":"https://www.academia.edu/Documents/in/Tourism?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":988977,"name":"Lexical Analysis","url":"https://www.academia.edu/Documents/in/Lexical_Analysis?f_ri=93117"},{"id":2875024,"name":"Commercial Services","url":"https://www.academia.edu/Documents/in/Commercial_Services?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3058865" data-work_id="3058865" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3058865/Looking_beyond_the_Moment">Looking beyond the Moment</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3058865" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e2636ff296b2c0a39a2eda13e92a8a6e" rel="nofollow" data-download="{"attachment_id":31574016,"asset_id":3058865,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31574016/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3514341" href="https://independent.academia.edu/patrickSanaghan">patrick Sanaghan</a><script data-card-contents-for-user="3514341" type="text/json">{"id":3514341,"first_name":"patrick","last_name":"Sanaghan","domain_name":"independent","page_name":"patrickSanaghan","display_name":"patrick Sanaghan","profile_url":"https://independent.academia.edu/patrickSanaghan?f_ri=93117","photo":"https://0.academia-photos.com/3514341/1203021/1506602/s65_patrick.sanaghan.jpg"}</script></span></span></li><li class="js-paper-rank-work_3058865 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3058865"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3058865, container: ".js-paper-rank-work_3058865", }); });</script></li><li class="js-percentile-work_3058865 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 3058865; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_3058865"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_3058865 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="3058865"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 3058865; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=3058865]").text(description); $(".js-view-count-work_3058865").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_3058865").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="3058865"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2621" href="https://www.academia.edu/Documents/in/Higher_Education">Higher Education</a>, <script data-card-contents-for-ri="2621" type="text/json">{"id":2621,"name":"Higher Education","url":"https://www.academia.edu/Documents/in/Higher_Education?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7739" href="https://www.academia.edu/Documents/in/Strategic_Planning">Strategic Planning</a>, <script data-card-contents-for-ri="7739" type="text/json">{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="984454" href="https://www.academia.edu/Documents/in/Business_Officer">Business Officer</a><script data-card-contents-for-ri="984454" type="text/json">{"id":984454,"name":"Business Officer","url":"https://www.academia.edu/Documents/in/Business_Officer?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3058865]'), work: {"id":3058865,"title":"Looking beyond the Moment","created_at":"2013-03-19T00:29:13.317-07:00","url":"https://www.academia.edu/3058865/Looking_beyond_the_Moment?f_ri=93117","dom_id":"work_3058865","summary":null,"downloadable_attachments":[{"id":31574016,"asset_id":3058865,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3514341,"first_name":"patrick","last_name":"Sanaghan","domain_name":"independent","page_name":"patrickSanaghan","display_name":"patrick Sanaghan","profile_url":"https://independent.academia.edu/patrickSanaghan?f_ri=93117","photo":"https://0.academia-photos.com/3514341/1203021/1506602/s65_patrick.sanaghan.jpg"}],"research_interests":[{"id":2621,"name":"Higher Education","url":"https://www.academia.edu/Documents/in/Higher_Education?f_ri=93117","nofollow":false},{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":984454,"name":"Business Officer","url":"https://www.academia.edu/Documents/in/Business_Officer?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43177256" data-work_id="43177256" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43177256/Future_of_Philippine_Online_Residential_Cleaning_Services_A_Technology_Foresight_through_Scenario_Building_Presentation">Future of Philippine Online Residential Cleaning Services: A Technology Foresight through Scenario Building Presentation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The paper aims to determine plausible scenarios for widespread adoption of online residential cleaning services in the Philippines by 2025. A section in the paper summarizes the different incumbent industry players in the Philippines and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43177256" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The paper aims to determine plausible scenarios for widespread adoption of online residential cleaning services in the Philippines by 2025.<br /><br />A section in the paper summarizes the different incumbent industry players in the Philippines and their value propositions. Since most of the SMEs in the country offering such services are in their infancy stage, several scenarios can be drawn out of the uncertainties which also make the study interesting in exploring the lucrativeness and marketability of the online residential cleaning service industry.<br /><br />A section in the paper also summarizes different notable Online Cleaning Service or OCS in other countries and their successful strategies in bringing the service to the market. The reasons behind OCS failures, such as Homejoy, and its recommendations are also discussed.<br /><br />In order to derive scenarios and strategies, the project methodology used is the 10-step scenario building tool. Through scenario development, both the public and the private sectors can anticipate possible risks in the future and maximize the opportunities through the paper􏰁s recommended strategies. Furthermore, the paper gives a thorough analysis on the implications of different strategies and its conditions to be executed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43177256" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bcf274effc7656b40e5ea1a9626a0128" rel="nofollow" data-download="{"attachment_id":63441373,"asset_id":43177256,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63441373/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9845765" href="https://up-diliman.academia.edu/NykerMatthewKing">Nyker Matthew C King</a><script data-card-contents-for-user="9845765" type="text/json">{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"}</script></span></span></li><li class="js-paper-rank-work_43177256 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="43177256"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 43177256, container: ".js-paper-rank-work_43177256", }); 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$(".js-view-count[data-work-id=43177256]").text(description); $(".js-view-count-work_43177256").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_43177256").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="43177256"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="7055" href="https://www.academia.edu/Documents/in/Technology_Management">Technology Management</a>, <script data-card-contents-for-ri="7055" type="text/json">{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8785" href="https://www.academia.edu/Documents/in/Philippines">Philippines</a>, <script data-card-contents-for-ri="8785" type="text/json">{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="18289" href="https://www.academia.edu/Documents/in/Scenario_planning">Scenario planning</a>, <script data-card-contents-for-ri="18289" type="text/json">{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="43310" href="https://www.academia.edu/Documents/in/Porters_5_forces">Porter's 5 forces</a><script data-card-contents-for-ri="43310" type="text/json">{"id":43310,"name":"Porter's 5 forces","url":"https://www.academia.edu/Documents/in/Porters_5_forces?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=43177256]'), work: {"id":43177256,"title":"Future of Philippine Online Residential Cleaning Services: A Technology Foresight through Scenario Building Presentation","created_at":"2020-05-27T05:04:25.103-07:00","url":"https://www.academia.edu/43177256/Future_of_Philippine_Online_Residential_Cleaning_Services_A_Technology_Foresight_through_Scenario_Building_Presentation?f_ri=93117","dom_id":"work_43177256","summary":"The paper aims to determine plausible scenarios for widespread adoption of online residential cleaning services in the Philippines by 2025.\n\nA section in the paper summarizes the different incumbent industry players in the Philippines and their value propositions. Since most of the SMEs in the country offering such services are in their infancy stage, several scenarios can be drawn out of the uncertainties which also make the study interesting in exploring the lucrativeness and marketability of the online residential cleaning service industry.\n\nA section in the paper also summarizes different notable Online Cleaning Service or OCS in other countries and their successful strategies in bringing the service to the market. The reasons behind OCS failures, such as Homejoy, and its recommendations are also discussed.\n\nIn order to derive scenarios and strategies, the project methodology used is the 10-step scenario building tool. Through scenario development, both the public and the private sectors can anticipate possible risks in the future and maximize the opportunities through the paper􏰁s recommended strategies. Furthermore, the paper gives a thorough analysis on the implications of different strategies and its conditions to be executed.","downloadable_attachments":[{"id":63441373,"asset_id":43177256,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"}],"research_interests":[{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false},{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false},{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=93117","nofollow":false},{"id":43310,"name":"Porter's 5 forces","url":"https://www.academia.edu/Documents/in/Porters_5_forces?f_ri=93117","nofollow":false},{"id":71006,"name":"Technology Foresight","url":"https://www.academia.edu/Documents/in/Technology_Foresight?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":124615,"name":"Business Opportunities","url":"https://www.academia.edu/Documents/in/Business_Opportunities?f_ri=93117"},{"id":187534,"name":"SWOT analysis","url":"https://www.academia.edu/Documents/in/SWOT_analysis?f_ri=93117"},{"id":266872,"name":"Business Opportunity","url":"https://www.academia.edu/Documents/in/Business_Opportunity?f_ri=93117"},{"id":510640,"name":"Online services","url":"https://www.academia.edu/Documents/in/Online_services?f_ri=93117"},{"id":895003,"name":"Scenario Building","url":"https://www.academia.edu/Documents/in/Scenario_Building?f_ri=93117"},{"id":922619,"name":"PESTEL Analysis","url":"https://www.academia.edu/Documents/in/PESTEL_Analysis?f_ri=93117"},{"id":922620,"name":"Porter’s 5 Forces Analysis","url":"https://www.academia.edu/Documents/in/Porters_5_Forces_Analysis?f_ri=93117"},{"id":1009764,"name":"RAAS","url":"https://www.academia.edu/Documents/in/RAAS?f_ri=93117"},{"id":1640035,"name":"PESTLE Analysis","url":"https://www.academia.edu/Documents/in/PESTLE_Analysis?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3123506" data-work_id="3123506" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3123506/NETWORKING_THE_MISSING_LINK_IN_FIRM_BASED_ENTREPRENEURIAL_ORIENTATION_EO_PERFORMANCE_MODELS">NETWORKING, THE MISSING LINK IN FIRM BASED ENTREPRENEURIAL ORIENTATION (EO) PERFORMANCE MODELS</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper examines the challenges of utilising Covin and Slevin's (1991) entrepreneurial postures of risk taking, proactiveness and innovation in terms of enhancing firm performance. The need for a configuration model that incorporates... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_3123506" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper examines the challenges of utilising Covin and Slevin's (1991) entrepreneurial postures of risk taking, proactiveness and innovation in terms of enhancing firm performance. The need for a configuration model that incorporates both internal and external environmental factors is outlined. A new model for Entrepreneurial Orientation (EO) which incorporates networking as a means to facilitate the link between EO and the firm's environment to enhance performance is proposed. The construct of networking is defined as incorporating the variables of communication, trust and environmental scanning.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3123506" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="fb9e1fbe922f9ee09c6237553256dcc3" rel="nofollow" data-download="{"attachment_id":31039825,"asset_id":3123506,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31039825/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3585547" href="https://independent.academia.edu/JustinLoo">Justin Loo</a><script data-card-contents-for-user="3585547" type="text/json">{"id":3585547,"first_name":"Justin","last_name":"Loo","domain_name":"independent","page_name":"JustinLoo","display_name":"Justin Loo","profile_url":"https://independent.academia.edu/JustinLoo?f_ri=93117","photo":"https://0.academia-photos.com/3585547/1246745/1555826/s65_justin.loo.jpg"}</script></span></span></li><li class="js-paper-rank-work_3123506 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3123506"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3123506, container: ".js-paper-rank-work_3123506", }); });</script></li><li class="js-percentile-work_3123506 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 3123506; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_3123506"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_3123506 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="3123506"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 3123506; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=3123506]").text(description); $(".js-view-count-work_3123506").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_3123506").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="3123506"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="13584" href="https://www.academia.edu/Documents/in/Entrepreneurial_Orientation">Entrepreneurial Orientation</a>, <script data-card-contents-for-ri="13584" type="text/json">{"id":13584,"name":"Entrepreneurial Orientation","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Orientation?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="13590" href="https://www.academia.edu/Documents/in/Risk_Taking">Risk Taking</a>, <script data-card-contents-for-ri="13590" type="text/json">{"id":13590,"name":"Risk Taking","url":"https://www.academia.edu/Documents/in/Risk_Taking?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39900" href="https://www.academia.edu/Documents/in/Firm_Performance">Firm Performance</a>, <script data-card-contents-for-ri="39900" type="text/json">{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3123506]'), work: {"id":3123506,"title":"NETWORKING, THE MISSING LINK IN FIRM BASED ENTREPRENEURIAL ORIENTATION (EO) PERFORMANCE MODELS","created_at":"2013-03-26T21:44:13.953-07:00","url":"https://www.academia.edu/3123506/NETWORKING_THE_MISSING_LINK_IN_FIRM_BASED_ENTREPRENEURIAL_ORIENTATION_EO_PERFORMANCE_MODELS?f_ri=93117","dom_id":"work_3123506","summary":"This paper examines the challenges of utilising Covin and Slevin's (1991) entrepreneurial postures of risk taking, proactiveness and innovation in terms of enhancing firm performance. The need for a configuration model that incorporates both internal and external environmental factors is outlined. A new model for Entrepreneurial Orientation (EO) which incorporates networking as a means to facilitate the link between EO and the firm's environment to enhance performance is proposed. The construct of networking is defined as incorporating the variables of communication, trust and environmental scanning.","downloadable_attachments":[{"id":31039825,"asset_id":3123506,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3585547,"first_name":"Justin","last_name":"Loo","domain_name":"independent","page_name":"JustinLoo","display_name":"Justin Loo","profile_url":"https://independent.academia.edu/JustinLoo?f_ri=93117","photo":"https://0.academia-photos.com/3585547/1246745/1555826/s65_justin.loo.jpg"}],"research_interests":[{"id":13584,"name":"Entrepreneurial Orientation","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Orientation?f_ri=93117","nofollow":false},{"id":13590,"name":"Risk Taking","url":"https://www.academia.edu/Documents/in/Risk_Taking?f_ri=93117","nofollow":false},{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":113434,"name":"Performance Model","url":"https://www.academia.edu/Documents/in/Performance_Model?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38080735" data-work_id="38080735" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38080735/Risques_et_R%C3%B4les_en_PME_Exportatrice_La_Notion_De_Veille_Strat%C3%A9gique">Risques et Rôles en PME Exportatrice : La Notion De Veille Stratégique</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper focuses on analyzing the contribution of Environmental Scanning System to the risk management of the export operations of SME. From a methodological point of view, we have mobilized a theoretical exploration based on a... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38080735" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper focuses on analyzing the contribution of Environmental Scanning System to the risk management of the export operations of SME. From a methodological point of view, we have mobilized a theoretical exploration based on a meta-analysis research concerning the risks faced by SME exporters and the efficient role to set up the Environmental Scanning System for these business units. The results of this research allow us to determine the benefits of this Environmental scanning on these companies. Résumé Ce papier a pour objectif d'analyser la contribution du système de la veille stratégique au management de risques des PME exportatrices. Sur le plan méthodologique, nous avons mobilisé une exploration théorique des travaux de recherche portant sur les risques en PME exportatrices et le rôle actif de la mise en place d'un système de veille dans lesdites PME. Les résultats de cette recherche nous ont permis de déterminer les apports de la veille stratégique au sein de ces entreprises.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38080735" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="858fa2cccd3a8af8d7394a653f7739ef" rel="nofollow" data-download="{"attachment_id":58107141,"asset_id":38080735,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58107141/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33384065" href="https://euinstitute.academia.edu/EuropeanScientificJournalESJ">European Scientific Journal ESJ</a><script data-card-contents-for-user="33384065" type="text/json">{"id":33384065,"first_name":"European Scientific Journal","last_name":"ESJ","domain_name":"euinstitute","page_name":"EuropeanScientificJournalESJ","display_name":"European Scientific Journal ESJ","profile_url":"https://euinstitute.academia.edu/EuropeanScientificJournalESJ?f_ri=93117","photo":"https://0.academia-photos.com/33384065/9874609/148656532/s65_european_scientific_journal.esj.jpeg"}</script></span></span></li><li class="js-paper-rank-work_38080735 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38080735"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38080735, container: ".js-paper-rank-work_38080735", }); });</script></li><li class="js-percentile-work_38080735 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 38080735; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_38080735"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_38080735 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="38080735"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 38080735; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=38080735]").text(description); $(".js-view-count-work_38080735").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38080735").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38080735"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="134527" href="https://www.academia.edu/Documents/in/Risks">Risks</a><script data-card-contents-for-ri="134527" type="text/json">{"id":134527,"name":"Risks","url":"https://www.academia.edu/Documents/in/Risks?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38080735]'), work: {"id":38080735,"title":"Risques et Rôles en PME Exportatrice : La Notion De Veille Stratégique","created_at":"2019-01-03T05:20:21.897-08:00","url":"https://www.academia.edu/38080735/Risques_et_R%C3%B4les_en_PME_Exportatrice_La_Notion_De_Veille_Strat%C3%A9gique?f_ri=93117","dom_id":"work_38080735","summary":"This paper focuses on analyzing the contribution of Environmental Scanning System to the risk management of the export operations of SME. From a methodological point of view, we have mobilized a theoretical exploration based on a meta-analysis research concerning the risks faced by SME exporters and the efficient role to set up the Environmental Scanning System for these business units. The results of this research allow us to determine the benefits of this Environmental scanning on these companies. Résumé Ce papier a pour objectif d'analyser la contribution du système de la veille stratégique au management de risques des PME exportatrices. Sur le plan méthodologique, nous avons mobilisé une exploration théorique des travaux de recherche portant sur les risques en PME exportatrices et le rôle actif de la mise en place d'un système de veille dans lesdites PME. Les résultats de cette recherche nous ont permis de déterminer les apports de la veille stratégique au sein de ces entreprises.","downloadable_attachments":[{"id":58107141,"asset_id":38080735,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33384065,"first_name":"European Scientific Journal","last_name":"ESJ","domain_name":"euinstitute","page_name":"EuropeanScientificJournalESJ","display_name":"European Scientific Journal ESJ","profile_url":"https://euinstitute.academia.edu/EuropeanScientificJournalESJ?f_ri=93117","photo":"https://0.academia-photos.com/33384065/9874609/148656532/s65_european_scientific_journal.esj.jpeg"}],"research_interests":[{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":134527,"name":"Risks","url":"https://www.academia.edu/Documents/in/Risks?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_18006805" data-work_id="18006805" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/18006805/How_can_continuing_professional_development_better_promote_shared_decision_making_Perspectives_from_an_international_collaboration">How can continuing professional development better promote shared decision-making? Perspectives from an international collaboration</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Background: Shared decision-making is not widely implemented in healthcare. We aimed to set a research agenda about promoting shared decision-making through continuing professional development. Methods: Thirty-six participants met for two... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_18006805" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Background: Shared decision-making is not widely implemented in healthcare. We aimed to set a research agenda about promoting shared decision-making through continuing professional development. Methods: Thirty-six participants met for two days. Results: Participants suggested ways to improve an environmental scan that had inventoried 53 shared decisionmaking training programs from 14 countries. Their proposed research agenda included reaching an international consensus on shared decision-making competencies and creating a framework for accrediting continuing professional development initiatives in shared decision-making. Conclusions: Variability in shared decision-making training programs showcases the need for quality assurance frameworks.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/18006805" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="af0d40274cab0c8547583ef0b45c8877" rel="nofollow" data-download="{"attachment_id":39825240,"asset_id":18006805,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/39825240/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37937340" href="https://uzh.academia.edu/TanjaKrones">Tanja Krones</a><script data-card-contents-for-user="37937340" type="text/json">{"id":37937340,"first_name":"Tanja","last_name":"Krones","domain_name":"uzh","page_name":"TanjaKrones","display_name":"Tanja Krones","profile_url":"https://uzh.academia.edu/TanjaKrones?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_18006805 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="18006805"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 18006805, container: ".js-paper-rank-work_18006805", }); });</script></li><li class="js-percentile-work_18006805 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 18006805; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_18006805"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_18006805 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="18006805"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 18006805; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=18006805]").text(description); $(".js-view-count-work_18006805").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_18006805").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="18006805"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="922" href="https://www.academia.edu/Documents/in/Education">Education</a>, <script data-card-contents-for-ri="922" type="text/json">{"id":922,"name":"Education","url":"https://www.academia.edu/Documents/in/Education?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a>, <script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="6186" href="https://www.academia.edu/Documents/in/Implementation_Science">Implementation Science</a>, <script data-card-contents-for-ri="6186" type="text/json">{"id":6186,"name":"Implementation Science","url":"https://www.academia.edu/Documents/in/Implementation_Science?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="12054" href="https://www.academia.edu/Documents/in/International_Cooperation">International Cooperation</a><script data-card-contents-for-ri="12054" type="text/json">{"id":12054,"name":"International Cooperation","url":"https://www.academia.edu/Documents/in/International_Cooperation?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=18006805]'), work: {"id":18006805,"title":"How can continuing professional development better promote shared decision-making? Perspectives from an international collaboration","created_at":"2015-11-09T03:23:42.130-08:00","url":"https://www.academia.edu/18006805/How_can_continuing_professional_development_better_promote_shared_decision_making_Perspectives_from_an_international_collaboration?f_ri=93117","dom_id":"work_18006805","summary":"Background: Shared decision-making is not widely implemented in healthcare. We aimed to set a research agenda about promoting shared decision-making through continuing professional development. Methods: Thirty-six participants met for two days. Results: Participants suggested ways to improve an environmental scan that had inventoried 53 shared decisionmaking training programs from 14 countries. Their proposed research agenda included reaching an international consensus on shared decision-making competencies and creating a framework for accrediting continuing professional development initiatives in shared decision-making. Conclusions: Variability in shared decision-making training programs showcases the need for quality assurance frameworks.","downloadable_attachments":[{"id":39825240,"asset_id":18006805,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":37937340,"first_name":"Tanja","last_name":"Krones","domain_name":"uzh","page_name":"TanjaKrones","display_name":"Tanja Krones","profile_url":"https://uzh.academia.edu/TanjaKrones?f_ri=93117","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":922,"name":"Education","url":"https://www.academia.edu/Documents/in/Education?f_ri=93117","nofollow":false},{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=93117","nofollow":false},{"id":6186,"name":"Implementation Science","url":"https://www.academia.edu/Documents/in/Implementation_Science?f_ri=93117","nofollow":false},{"id":12054,"name":"International Cooperation","url":"https://www.academia.edu/Documents/in/International_Cooperation?f_ri=93117","nofollow":false},{"id":24144,"name":"Shared decision making","url":"https://www.academia.edu/Documents/in/Shared_decision_making?f_ri=93117"},{"id":43202,"name":"Research Agenda","url":"https://www.academia.edu/Documents/in/Research_Agenda?f_ri=93117"},{"id":58569,"name":"Continuing Medical Education","url":"https://www.academia.edu/Documents/in/Continuing_Medical_Education?f_ri=93117"},{"id":59918,"name":"Quality Assurance","url":"https://www.academia.edu/Documents/in/Quality_Assurance?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":177272,"name":"Continuous professional development","url":"https://www.academia.edu/Documents/in/Continuous_professional_development?f_ri=93117"},{"id":238655,"name":"Implementation","url":"https://www.academia.edu/Documents/in/Implementation?f_ri=93117"},{"id":589991,"name":"Patient Participation","url":"https://www.academia.edu/Documents/in/Patient_Participation?f_ri=93117"},{"id":982035,"name":"International Collaboration","url":"https://www.academia.edu/Documents/in/International_Collaboration?f_ri=93117"},{"id":1153482,"name":"Cooperative Behavior","url":"https://www.academia.edu/Documents/in/Cooperative_Behavior?f_ri=93117"},{"id":1181704,"name":"Training Program","url":"https://www.academia.edu/Documents/in/Training_Program?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43177228" data-work_id="43177228" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43177228/Future_of_Philippine_Online_Residential_Cleaning_Services_A_Technology_Foresight_through_Scenario_Building">Future of Philippine Online Residential Cleaning Services: A Technology Foresight through Scenario Building</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The paper aims to determine plausible scenarios for widespread adoption of online residential cleaning services in the Philippines by 2025. A section in the paper summarizes the different incumbent industry players in the Philippines and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43177228" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The paper aims to determine plausible scenarios for widespread adoption of online residential cleaning services in the Philippines by 2025.<br /><br />A section in the paper summarizes the different incumbent industry players in the Philippines and their value propositions. Since most of the SMEs in the country offering such services are in their infancy stage, several scenarios can be drawn out of the uncertainties which also make the study interesting in exploring the lucrativeness and marketability of the online residential cleaning service industry.<br /><br />A section in the paper also summarizes different notable Online Cleaning Service or OCS in other countries and their successful strategies in bringing the service to the market. The reasons behind OCS failures, such as Homejoy, and its recommendations are also discussed.<br /><br />In order to derive scenarios and strategies, the project methodology used is the 10-step scenario building tool. Through scenario development, both the public and the private sectors can anticipate possible risks in the future and maximize the opportunities through the paper􏰁s recommended strategies. Furthermore, the paper gives a thorough analysis on the implications of different strategies and its conditions to be executed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43177228" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="34b4d6cc72659653cfd2f2265ce17180" rel="nofollow" data-download="{"attachment_id":63441338,"asset_id":43177228,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63441338/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9845765" href="https://up-diliman.academia.edu/NykerMatthewKing">Nyker Matthew C King</a><script data-card-contents-for-user="9845765" type="text/json">{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"}</script></span></span></li><li class="js-paper-rank-work_43177228 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="43177228"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 43177228, container: ".js-paper-rank-work_43177228", }); });</script></li><li class="js-percentile-work_43177228 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 43177228; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_43177228"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_43177228 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="43177228"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 43177228; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=43177228]").text(description); $(".js-view-count-work_43177228").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_43177228").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="43177228"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="7055" href="https://www.academia.edu/Documents/in/Technology_Management">Technology Management</a>, <script data-card-contents-for-ri="7055" type="text/json">{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8785" href="https://www.academia.edu/Documents/in/Philippines">Philippines</a>, <script data-card-contents-for-ri="8785" type="text/json">{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="18289" href="https://www.academia.edu/Documents/in/Scenario_planning">Scenario planning</a>, <script data-card-contents-for-ri="18289" type="text/json">{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="43310" href="https://www.academia.edu/Documents/in/Porters_5_forces">Porter's 5 forces</a><script data-card-contents-for-ri="43310" type="text/json">{"id":43310,"name":"Porter's 5 forces","url":"https://www.academia.edu/Documents/in/Porters_5_forces?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=43177228]'), work: {"id":43177228,"title":"Future of Philippine Online Residential Cleaning Services: A Technology Foresight through Scenario Building","created_at":"2020-05-27T04:58:56.105-07:00","url":"https://www.academia.edu/43177228/Future_of_Philippine_Online_Residential_Cleaning_Services_A_Technology_Foresight_through_Scenario_Building?f_ri=93117","dom_id":"work_43177228","summary":"The paper aims to determine plausible scenarios for widespread adoption of online residential cleaning services in the Philippines by 2025.\n\nA section in the paper summarizes the different incumbent industry players in the Philippines and their value propositions. Since most of the SMEs in the country offering such services are in their infancy stage, several scenarios can be drawn out of the uncertainties which also make the study interesting in exploring the lucrativeness and marketability of the online residential cleaning service industry.\n\nA section in the paper also summarizes different notable Online Cleaning Service or OCS in other countries and their successful strategies in bringing the service to the market. The reasons behind OCS failures, such as Homejoy, and its recommendations are also discussed.\n\nIn order to derive scenarios and strategies, the project methodology used is the 10-step scenario building tool. Through scenario development, both the public and the private sectors can anticipate possible risks in the future and maximize the opportunities through the paper􏰁s recommended strategies. Furthermore, the paper gives a thorough analysis on the implications of different strategies and its conditions to be executed.","downloadable_attachments":[{"id":63441338,"asset_id":43177228,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"}],"research_interests":[{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false},{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false},{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=93117","nofollow":false},{"id":43310,"name":"Porter's 5 forces","url":"https://www.academia.edu/Documents/in/Porters_5_forces?f_ri=93117","nofollow":false},{"id":71006,"name":"Technology Foresight","url":"https://www.academia.edu/Documents/in/Technology_Foresight?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":124615,"name":"Business Opportunities","url":"https://www.academia.edu/Documents/in/Business_Opportunities?f_ri=93117"},{"id":187534,"name":"SWOT analysis","url":"https://www.academia.edu/Documents/in/SWOT_analysis?f_ri=93117"},{"id":266872,"name":"Business Opportunity","url":"https://www.academia.edu/Documents/in/Business_Opportunity?f_ri=93117"},{"id":510640,"name":"Online services","url":"https://www.academia.edu/Documents/in/Online_services?f_ri=93117"},{"id":895003,"name":"Scenario Building","url":"https://www.academia.edu/Documents/in/Scenario_Building?f_ri=93117"},{"id":922619,"name":"PESTEL Analysis","url":"https://www.academia.edu/Documents/in/PESTEL_Analysis?f_ri=93117"},{"id":922620,"name":"Porter’s 5 Forces Analysis","url":"https://www.academia.edu/Documents/in/Porters_5_Forces_Analysis?f_ri=93117"},{"id":1009764,"name":"RAAS","url":"https://www.academia.edu/Documents/in/RAAS?f_ri=93117"},{"id":1640035,"name":"PESTLE Analysis","url":"https://www.academia.edu/Documents/in/PESTLE_Analysis?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15768537" data-work_id="15768537" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15768537/Environmental_Factors_Affecting_Business">Environmental Factors Affecting Business</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Environmental factors can have an impact on project management even in environments that are relatively stable. From access to capital, to access to technology, to access to people, projects will succeed or fail based on the project... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15768537" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Environmental factors can have an impact on project management even in environments that are relatively stable. From access to capital, to access to technology, to access to people, projects will succeed or fail based on the project leaders ability to make maximum use of available resources. In addition, unanticipated changes in the environment can cause even the most well-managed and smoothly proceeding project to lose momentum.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15768537" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="fd58c5ac36a9a6153862589aa46c1fda" rel="nofollow" data-download="{"attachment_id":38790913,"asset_id":15768537,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38790913/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="16117153" href="https://mmust.academia.edu/JackOnyisi">Dr. Jack A Onyisi</a><script data-card-contents-for-user="16117153" type="text/json">{"id":16117153,"first_name":"Dr. Jack","last_name":"Onyisi","domain_name":"mmust","page_name":"JackOnyisi","display_name":"Dr. Jack A Onyisi","profile_url":"https://mmust.academia.edu/JackOnyisi?f_ri=93117","photo":"https://0.academia-photos.com/16117153/4375061/5078353/s65_jack.abebe.jpg_oh_8d9ec4057d3d9f1e6c0225e9cda35498_oe_549e3ad9___gda___1420186354_836379a1bafb4cf2c85ea2704100a59e"}</script></span></span></li><li class="js-paper-rank-work_15768537 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15768537"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15768537, container: ".js-paper-rank-work_15768537", }); });</script></li><li class="js-percentile-work_15768537 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 15768537; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_15768537"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_15768537 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="15768537"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 15768537; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=15768537]").text(description); $(".js-view-count-work_15768537").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_15768537").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="15768537"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5009" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="44913" href="https://www.academia.edu/Documents/in/MBA">MBA</a>, <script data-card-contents-for-ri="44913" type="text/json">{"id":44913,"name":"MBA","url":"https://www.academia.edu/Documents/in/MBA?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="313775" href="https://www.academia.edu/Documents/in/Business_environment">Business environment</a><script data-card-contents-for-ri="313775" type="text/json">{"id":313775,"name":"Business environment","url":"https://www.academia.edu/Documents/in/Business_environment?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=15768537]'), work: {"id":15768537,"title":"Environmental Factors Affecting Business","created_at":"2015-09-16T10:04:11.441-07:00","url":"https://www.academia.edu/15768537/Environmental_Factors_Affecting_Business?f_ri=93117","dom_id":"work_15768537","summary":"Environmental factors can have an impact on project management even in environments that are relatively stable. From access to capital, to access to technology, to access to people, projects will succeed or fail based on the project leaders ability to make maximum use of available resources. 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All of the several electronic databases available in the university&#39;s electronic library, including both journal and book sources, were used to search for resources, as well as Google Scholar and Google.FindingsOrganizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine HRD outcomes in the learning process: organizational mission and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic partnerships with line management, strategic partnerships with HRM, trainers as organizational change consultants, influence corporate culture, a...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/76179443" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="64a423a9394cd2c174efac05eabb8de4" rel="nofollow" data-download="{"attachment_id":84018528,"asset_id":76179443,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/84018528/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37740929" href="https://independent.academia.edu/GMcLean3">G. McLean</a><script data-card-contents-for-user="37740929" type="text/json">{"id":37740929,"first_name":"G.","last_name":"McLean","domain_name":"independent","page_name":"GMcLean3","display_name":"G. 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All of the several electronic databases available in the university\u0026#39;s electronic library, including both journal and book sources, were used to search for resources, as well as Google Scholar and Google.FindingsOrganizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine HRD outcomes in the learning process: organizational mission and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic partnerships with line management, strategic partnerships with HRM, trainers as organizational change consultants, influence corporate culture, a...","downloadable_attachments":[{"id":84018528,"asset_id":76179443,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":37740929,"first_name":"G.","last_name":"McLean","domain_name":"independent","page_name":"GMcLean3","display_name":"G. 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It gives a bird’s eye view of the current battlefield of the said industry by illustrating the interconnection of various players and its roles in the industry. Moreover, the paper prides itself in showing the target market’s behavior which can be later used in formulating strategies for capturing the target market.<br /><br />The paper also emphasizes various macro and micro environmental forces that can greatly affect the mobile microinsurance industry. As such, pertinent examples are also illustrated in order to prove that such factors should not be overlooked in order to maximize the benefits it may enjoy on successful mobile microinsurance product launch.<br /><br />After discussing the foregoing concepts, the paper moves on to propose appropriate and winning marketing strategies based on grounded principles and proven success stories in other countries with similar situations and challenges faced by the existing regulatory environment of the Philippines. The proposed marketing strategy also identifies clear marketing and financial objectives so as to position the mobile microinsurance product well that can attract customers. It also seeks to have the firm cross the technology chasm in the shortest possible period while maximizing and enjoying the benefits of such strategies.<br /><br />Furthermore, the proponents recommended various marketing mixes that clearly define the advertising and branding strategies that are founded on marketing principles across the diffusion curve.<br /><br />The proponents well understand the value of effective pricing strategies for mobile microinsurance aim for low-cost, high-volume business. As such, this paper gives suggestions for various pricing options that can cater the marginalized and low-income earners which are the target market of the mobile microinsurance industry.<br /><br />Moreover, the paper gives an in-depth market research that is sourced from consultations and interviews gathered from various relevant stakeholders from the regulatory sector, mobile microinsurance providers, down to its potential customers.<br /><br />An in-depth financial forecast of sales and revenue for the next 3 to 5 years is also included in this paper. It analyses the possible profit and losses of the firm and how marketing could affect these movements of the firm’s money. A marketing budget is proposed in this paper to allow insight on the different activities that will entail in the marketing plan, coupled with the equivalent costs for each activity.<br /><br />Finally, the aforementioned strategies, after taking into consideration various concepts and all reasonable risks, the paper gives detailed implementation measures and contingency measures should the plan fail to materialize.<br /><br />GCash Insure provides a way to protect every Filipino through affordable comprehensive insurance. It uses microinsurance to bridge the lower financial bracket to a better financial plan. In this paper, we propose an integration of GCash Insure to the GCash mobile application by creating a separate module for monitoring and control of the user’s policy. Through the module, users can avail a microinsurance policy, upgrade their current policies, pay for their policies, view and monitor their policies, add dependents, and inquire more about GCash Insure. Different technologies were advised to be included in the module to empower users with the best customer experience. This paper also includes the current pricing strategy and what needs to be enhanced and considered for the long run. Activities internal and external to the organization were also proposed to have a strong primary and secondary brand knowledge.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43175125" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4cc0166fe7cd5d67ddbc36f1bc4208e3" rel="nofollow" data-download="{"attachment_id":63438896,"asset_id":43175125,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63438896/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9845765" href="https://up-diliman.academia.edu/NykerMatthewKing">Nyker Matthew C King</a><script data-card-contents-for-user="9845765" type="text/json">{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-43175125">+2</span><div class="hidden js-additional-users-43175125"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://pup.academia.edu/TinaMate">Tina Mate</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://up-diliman.academia.edu/JewemarsRiano">Jewemars Riano</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-43175125'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-43175125').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_43175125 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="43175125"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 43175125; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=43175125]").text(description); $(".js-view-count-work_43175125").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_43175125").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="43175125"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">12</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="7055" href="https://www.academia.edu/Documents/in/Technology_Management">Technology Management</a>, <script data-card-contents-for-ri="7055" type="text/json">{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8785" href="https://www.academia.edu/Documents/in/Philippines">Philippines</a>, <script data-card-contents-for-ri="8785" type="text/json">{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="23311" href="https://www.academia.edu/Documents/in/Marketing_Strategy">Marketing Strategy</a>, <script data-card-contents-for-ri="23311" type="text/json">{"id":23311,"name":"Marketing Strategy","url":"https://www.academia.edu/Documents/in/Marketing_Strategy?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="37268" href="https://www.academia.edu/Documents/in/Technology_Commercialization">Technology Commercialization</a><script data-card-contents-for-ri="37268" type="text/json">{"id":37268,"name":"Technology Commercialization","url":"https://www.academia.edu/Documents/in/Technology_Commercialization?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=43175125]'), work: {"id":43175125,"title":"Marketing Plan: Mobile Insurance","created_at":"2020-05-27T00:19:57.706-07:00","url":"https://www.academia.edu/43175125/Marketing_Plan_Mobile_Insurance?f_ri=93117","dom_id":"work_43175125","summary":"The mobile microinsurance marketing plan boasts itself as it highlights the overview of the mobile microinsurance industry, its current market condition, its external and internal factors driving and affecting its growth, its competition arena, and its key players through the lenses of different stakeholders.\n\nThe paper describes the current marketing situation of the mobile microinsurance industry as it gives a thorough narrative on the market trends of the said industry both in the perspective of the local and international arena. It gives a bird’s eye view of the current battlefield of the said industry by illustrating the interconnection of various players and its roles in the industry. Moreover, the paper prides itself in showing the target market’s behavior which can be later used in formulating strategies for capturing the target market.\n\nThe paper also emphasizes various macro and micro environmental forces that can greatly affect the mobile microinsurance industry. As such, pertinent examples are also illustrated in order to prove that such factors should not be overlooked in order to maximize the benefits it may enjoy on successful mobile microinsurance product launch.\n\nAfter discussing the foregoing concepts, the paper moves on to propose appropriate and winning marketing strategies based on grounded principles and proven success stories in other countries with similar situations and challenges faced by the existing regulatory environment of the Philippines. The proposed marketing strategy also identifies clear marketing and financial objectives so as to position the mobile microinsurance product well that can attract customers. It also seeks to have the firm cross the technology chasm in the shortest possible period while maximizing and enjoying the benefits of such strategies.\n\nFurthermore, the proponents recommended various marketing mixes that clearly define the advertising and branding strategies that are founded on marketing principles across the diffusion curve.\n\nThe proponents well understand the value of effective pricing strategies for mobile microinsurance aim for low-cost, high-volume business. As such, this paper gives suggestions for various pricing options that can cater the marginalized and low-income earners which are the target market of the mobile microinsurance industry.\n\nMoreover, the paper gives an in-depth market research that is sourced from consultations and interviews gathered from various relevant stakeholders from the regulatory sector, mobile microinsurance providers, down to its potential customers.\n\nAn in-depth financial forecast of sales and revenue for the next 3 to 5 years is also included in this paper. It analyses the possible profit and losses of the firm and how marketing could affect these movements of the firm’s money. A marketing budget is proposed in this paper to allow insight on the different activities that will entail in the marketing plan, coupled with the equivalent costs for each activity.\n\nFinally, the aforementioned strategies, after taking into consideration various concepts and all reasonable risks, the paper gives detailed implementation measures and contingency measures should the plan fail to materialize.\n\nGCash Insure provides a way to protect every Filipino through affordable comprehensive insurance. It uses microinsurance to bridge the lower financial bracket to a better financial plan. In this paper, we propose an integration of GCash Insure to the GCash mobile application by creating a separate module for monitoring and control of the user’s policy. Through the module, users can avail a microinsurance policy, upgrade their current policies, pay for their policies, view and monitor their policies, add dependents, and inquire more about GCash Insure. Different technologies were advised to be included in the module to empower users with the best customer experience. This paper also includes the current pricing strategy and what needs to be enhanced and considered for the long run. Activities internal and external to the organization were also proposed to have a strong primary and secondary brand knowledge.","downloadable_attachments":[{"id":63438896,"asset_id":43175125,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"},{"id":109967934,"first_name":"Tina","last_name":"Mate","domain_name":"pup","page_name":"TinaMate","display_name":"Tina Mate","profile_url":"https://pup.academia.edu/TinaMate?f_ri=93117","photo":"/images/s65_no_pic.png"},{"id":72212570,"first_name":"Jewemars","last_name":"Riano","domain_name":"up-diliman","page_name":"JewemarsRiano","display_name":"Jewemars Riano","profile_url":"https://up-diliman.academia.edu/JewemarsRiano?f_ri=93117","photo":"https://0.academia-photos.com/72212570/32039416/35227441/s65_jewemars.riano.jpg"}],"research_interests":[{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false},{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false},{"id":23311,"name":"Marketing Strategy","url":"https://www.academia.edu/Documents/in/Marketing_Strategy?f_ri=93117","nofollow":false},{"id":37268,"name":"Technology Commercialization","url":"https://www.academia.edu/Documents/in/Technology_Commercialization?f_ri=93117","nofollow":false},{"id":73903,"name":"Marketing Plan","url":"https://www.academia.edu/Documents/in/Marketing_Plan?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":136431,"name":"Technology Marketing","url":"https://www.academia.edu/Documents/in/Technology_Marketing?f_ri=93117"},{"id":222397,"name":"Environmental Analysis","url":"https://www.academia.edu/Documents/in/Environmental_Analysis?f_ri=93117"},{"id":261888,"name":"Marketing Mix","url":"https://www.academia.edu/Documents/in/Marketing_Mix?f_ri=93117"},{"id":312695,"name":"Financial Technology","url":"https://www.academia.edu/Documents/in/Financial_Technology?f_ri=93117"},{"id":1594197,"name":"Fintech","url":"https://www.academia.edu/Documents/in/Fintech?f_ri=93117"},{"id":2468476,"name":"mobile health insurance","url":"https://www.academia.edu/Documents/in/mobile_health_insurance?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27230434" data-work_id="27230434" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27230434/Environmental_scanning_acquisition_and_use_of_information_by_managers">Environmental scanning: acquisition and use of information by managers</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27230434" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="46e7480a3dbd08d23e020b4b45c03475" rel="nofollow" data-download="{"attachment_id":47488792,"asset_id":27230434,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47488792/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="13699291" href="https://utoronto.academia.edu/ChunChoo">Chun Wei Choo</a><script data-card-contents-for-user="13699291" type="text/json">{"id":13699291,"first_name":"Chun Wei","last_name":"Choo","domain_name":"utoronto","page_name":"ChunChoo","display_name":"Chun Wei Choo","profile_url":"https://utoronto.academia.edu/ChunChoo?f_ri=93117","photo":"https://0.academia-photos.com/13699291/3813591/31755104/s65_chun_wei.choo.jpg"}</script></span></span></li><li class="js-paper-rank-work_27230434 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27230434"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27230434, container: ".js-paper-rank-work_27230434", }); });</script></li><li class="js-percentile-work_27230434 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 27230434; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_27230434"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_27230434 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="27230434"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 27230434; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=27230434]").text(description); $(".js-view-count-work_27230434").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27230434").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27230434"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="47813" href="https://www.academia.edu/Documents/in/Planning">Planning</a>, <script data-card-contents-for-ri="47813" type="text/json">{"id":47813,"name":"Planning","url":"https://www.academia.edu/Documents/in/Planning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="59587" href="https://www.academia.edu/Documents/in/Library_and_Information_Studies">Library and Information Studies</a>, <script data-card-contents-for-ri="59587" type="text/json">{"id":59587,"name":"Library and Information Studies","url":"https://www.academia.edu/Documents/in/Library_and_Information_Studies?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="64621" href="https://www.academia.edu/Documents/in/Information_Needs">Information Needs</a>, <script data-card-contents-for-ri="64621" type="text/json">{"id":64621,"name":"Information Needs","url":"https://www.academia.edu/Documents/in/Information_Needs?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27230434]'), work: {"id":27230434,"title":"Environmental scanning: acquisition and use of information by managers","created_at":"2016-07-24T19:11:26.124-07:00","url":"https://www.academia.edu/27230434/Environmental_scanning_acquisition_and_use_of_information_by_managers?f_ri=93117","dom_id":"work_27230434","summary":null,"downloadable_attachments":[{"id":47488792,"asset_id":27230434,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":13699291,"first_name":"Chun Wei","last_name":"Choo","domain_name":"utoronto","page_name":"ChunChoo","display_name":"Chun Wei Choo","profile_url":"https://utoronto.academia.edu/ChunChoo?f_ri=93117","photo":"https://0.academia-photos.com/13699291/3813591/31755104/s65_chun_wei.choo.jpg"}],"research_interests":[{"id":47813,"name":"Planning","url":"https://www.academia.edu/Documents/in/Planning?f_ri=93117","nofollow":false},{"id":59587,"name":"Library and Information Studies","url":"https://www.academia.edu/Documents/in/Library_and_Information_Studies?f_ri=93117","nofollow":false},{"id":64621,"name":"Information Needs","url":"https://www.academia.edu/Documents/in/Information_Needs?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":149123,"name":"Organizational Theories","url":"https://www.academia.edu/Documents/in/Organizational_Theories?f_ri=93117"},{"id":267901,"name":"Computer science \u0026 Information Technology","url":"https://www.academia.edu/Documents/in/Computer_science_and_Information_Technology?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43174991 coauthored" data-work_id="43174991" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43174991/Industry_Study_of_Electronic_Money_Presentation">Industry Study of Electronic Money Presentation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Cash has still been the preferred payment method of the Filipino majority—amounting to 51.3% of the population; while there were only 7.1% that prefer using mobile phone or app payments (TheNerve, 2019). Despite the cash-heavy... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43174991" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Cash has still been the preferred payment method of the Filipino majority—amounting to 51.3% of the population; while there were only 7.1% that prefer using mobile phone or app payments (TheNerve, 2019).<br /><br />Despite the cash-heavy transactions of the country, a recent report from Oliver Wyman, an international management consulting firm, forecasts a gradual decrease of transaction share of cash but a steady increase of transaction share of e-money from 2018 to 2022 (Woods, George, & Pardiwalla, 2018) and TheNerve (2019) noted this as a 116% compound annual growth rate. This can be seen in the aforementioned 2018 3rd quarter Financial Inclusion report by BSP (2018) which noted a growth of 6 million pesos (or 9.2%) in inflow transactions and 18 million pesos (or 6%) in outflow transactions from 2016 to 2017.<br /><br />The motivation for innovation in the e-Money industry can be attributed to the power of the consumers as they are the primary users of the technology and ultimately, their adoption would dictate the success or failure of the innovation. Although it is also relevant to point that merchant adoption and the whole ecosystem may also influence the motivation for innovation, in the end, consumer adoption would still outweigh the other.<br /><br />Numerous researches have focused on studying consumer adoption to identify the antecedents or drivers that influence technological adoption by consumers. Studies concluded that consumer adoption factors of e-Money technology are security, cost, convenience, characteristics of mobile service provider, characteristics of mobile payment vendor, characteristics of mobile technology, disposition of trust, and disposition of culture. These factors provide basis to the development of radical or incremental innovations in the e-Money industry. The high mobile penetration and tech-savviness of Filipinos also makes the Philippines a mobile money innovation hub. GSMA noted that the dramatic rise in smartphone adoption has been one of the factors in the increasing adoption of Filipinos (Pasti, 2019) despite the country’s lagging Internet speed.<br /><br />The e-money has several use cases that drive its economic forces across the country’s economy. It ranges from airtime load top-up, bills payment, online shopping, transportation payment, insurance payment, ticket purchase, social media payments, QR code payment, NFC payment, e-money transfer, to B2C payment (Miroshnichenko, 2015). A survey report conducted by TheNerve (2019) accounted online shopping as the top use case of e-money; followed by bills payment and e-money transfer. Moreover, GSMA listed “domestic remittance needs” as one of the six primary conditions that contributed to the development of e-money in the Philippines (Hasnain, 2016). The development of this condition is due to the common Filipino practice wherein the breadwinner of the family goes to a highly urbanized region, like Metro Manila, and regularly sends money back to his/her home province (TheNerve, 2019).<br /><br />GSMA (2016) also highlighted the low banking penetration as another driver of e-money in the Philippines. In 2017, the banked penetration rate stands at 34.5%. This means that 70 million or 65% of the Filipinos are still unbanked—a large avenue to drive financial inclusion through e-money.<br /><br />The introduction of e-Money technology like G-Cash and Smart Money in the early 2000s in itself was a radical innovation and could possibly become a threat to banking and credit card technology. This technology fosters financial inclusion in the market as it taps both the banked and unbanked users. One doesn’t need a bank account in order to use e-Money as it utilizes a user’s mobile phone through SIM-based remittances and micro-payments, making use of a vast network of agents, such as sari-sari stores, to facilitate the cash- in and cash-out transactions.<br /><br />Incremental innovations have thereafter followed with the introduction of phone applications or ‘apps’ that complement this technology by allowing users to monitor their balances, pay bills and even remit money (P2P) on their own through the apps.<br /><br />The move for e-Money providers to transform into the ultimate lifestyle super app also encourages incremental innovation in terms of apps’ program and features. This new model is when existing apps branch out to other services apart from their initial intended service. A prime example would be Grab, which started as a ride-hailing app and has recently expanded their services to courier and food delivery.<br /><br />Competitors dominate the e-money market by having the following characteristics: have existing partnerships, have an existing customer base, can be easily integrated in other platforms, have little to no transaction, convenience or additional fees, and offer rewards, incentives, or rebates.<br /><br />Alternatives for mobile phones as storage devices for e-Money are also being introduced in the market. Biochips are devices embedded in a person’s body, often under the skin, which stores your e-Money, train tickets and can even act as keys to doors (Agence France-Presse, 2018). There may come a time when biotechnology will be the centralized adaptation of both the biotechnology and fin-technology industries, which may greatly affect the e- money value chain.<br /><br />The industry value chain can be categorized into two major areas: one is content, another is infrastructure and services. Under the content area, there are three main parts: content creation, content packaging, and market making. Infrastructure and services also have three main parts: mobile transport, mobile services and delivery transport, and mobile interface and application.<br /><br />Different firms in the Philippines, banks and non-banks, have adopted e- money. They compete for high API integration, updated infrastructures, an omnichannel banking strategy, customer convenience, strong security, and best blockchain technology adaptation.<br /><br />E-money has different suppliers involved in the industry, including network operators, technology suppliers, authoring tools, application development tools, and mobile service technologies. Currently, cloud computing is the most popular and advanced tool in using e-money.<br /><br />On a business standpoint, the only barriers to entry are the required high paid-up capital and the required high-level of technical skills. After passing through the said barrier, since the Philippines has a good enabling environment, the next battle will be competing with incumbent players in the industry—having a portion of the market share pie.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43174991" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1bda6f07b8acc21ef52cfefc2248c5b4" rel="nofollow" data-download="{"attachment_id":63438814,"asset_id":43174991,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63438814/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9845765" href="https://up-diliman.academia.edu/NykerMatthewKing">Nyker Matthew C King</a><script data-card-contents-for-user="9845765" type="text/json">{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-43174991">+3</span><div class="hidden js-additional-users-43174991"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ateneo.academia.edu/stevemaverick">Steve Chaves</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://pup.academia.edu/TinaMate">Tina Mate</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://up-diliman.academia.edu/JewemarsRiano">Jewemars Riano</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-43174991'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-43174991').html(); 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while there were only 7.1% that prefer using mobile phone or app payments (TheNerve, 2019).\n\nDespite the cash-heavy transactions of the country, a recent report from Oliver Wyman, an international management consulting firm, forecasts a gradual decrease of transaction share of cash but a steady increase of transaction share of e-money from 2018 to 2022 (Woods, George, \u0026 Pardiwalla, 2018) and TheNerve (2019) noted this as a 116% compound annual growth rate. This can be seen in the aforementioned 2018 3rd quarter Financial Inclusion report by BSP (2018) which noted a growth of 6 million pesos (or 9.2%) in inflow transactions and 18 million pesos (or 6%) in outflow transactions from 2016 to 2017.\n\nThe motivation for innovation in the e-Money industry can be attributed to the power of the consumers as they are the primary users of the technology and ultimately, their adoption would dictate the success or failure of the innovation. Although it is also relevant to point that merchant adoption and the whole ecosystem may also influence the motivation for innovation, in the end, consumer adoption would still outweigh the other.\n\nNumerous researches have focused on studying consumer adoption to identify the antecedents or drivers that influence technological adoption by consumers. Studies concluded that consumer adoption factors of e-Money technology are security, cost, convenience, characteristics of mobile service provider, characteristics of mobile payment vendor, characteristics of mobile technology, disposition of trust, and disposition of culture. These factors provide basis to the development of radical or incremental innovations in the e-Money industry. The high mobile penetration and tech-savviness of Filipinos also makes the Philippines a mobile money innovation hub. GSMA noted that the dramatic rise in smartphone adoption has been one of the factors in the increasing adoption of Filipinos (Pasti, 2019) despite the country’s lagging Internet speed.\n\nThe e-money has several use cases that drive its economic forces across the country’s economy. It ranges from airtime load top-up, bills payment, online shopping, transportation payment, insurance payment, ticket purchase, social media payments, QR code payment, NFC payment, e-money transfer, to B2C payment (Miroshnichenko, 2015). A survey report conducted by TheNerve (2019) accounted online shopping as the top use case of e-money; followed by bills payment and e-money transfer. Moreover, GSMA listed “domestic remittance needs” as one of the six primary conditions that contributed to the development of e-money in the Philippines (Hasnain, 2016). The development of this condition is due to the common Filipino practice wherein the breadwinner of the family goes to a highly urbanized region, like Metro Manila, and regularly sends money back to his/her home province (TheNerve, 2019).\n\nGSMA (2016) also highlighted the low banking penetration as another driver of e-money in the Philippines. In 2017, the banked penetration rate stands at 34.5%. This means that 70 million or 65% of the Filipinos are still unbanked—a large avenue to drive financial inclusion through e-money.\n\nThe introduction of e-Money technology like G-Cash and Smart Money in the early 2000s in itself was a radical innovation and could possibly become a threat to banking and credit card technology. This technology fosters financial inclusion in the market as it taps both the banked and unbanked users. One doesn’t need a bank account in order to use e-Money as it utilizes a user’s mobile phone through SIM-based remittances and micro-payments, making use of a vast network of agents, such as sari-sari stores, to facilitate the cash- in and cash-out transactions.\n\nIncremental innovations have thereafter followed with the introduction of phone applications or ‘apps’ that complement this technology by allowing users to monitor their balances, pay bills and even remit money (P2P) on their own through the apps.\n\nThe move for e-Money providers to transform into the ultimate lifestyle super app also encourages incremental innovation in terms of apps’ program and features. This new model is when existing apps branch out to other services apart from their initial intended service. A prime example would be Grab, which started as a ride-hailing app and has recently expanded their services to courier and food delivery.\n\nCompetitors dominate the e-money market by having the following characteristics: have existing partnerships, have an existing customer base, can be easily integrated in other platforms, have little to no transaction, convenience or additional fees, and offer rewards, incentives, or rebates.\n\nAlternatives for mobile phones as storage devices for e-Money are also being introduced in the market. Biochips are devices embedded in a person’s body, often under the skin, which stores your e-Money, train tickets and can even act as keys to doors (Agence France-Presse, 2018). There may come a time when biotechnology will be the centralized adaptation of both the biotechnology and fin-technology industries, which may greatly affect the e- money value chain.\n\nThe industry value chain can be categorized into two major areas: one is content, another is infrastructure and services. Under the content area, there are three main parts: content creation, content packaging, and market making. Infrastructure and services also have three main parts: mobile transport, mobile services and delivery transport, and mobile interface and application.\n\nDifferent firms in the Philippines, banks and non-banks, have adopted e- money. They compete for high API integration, updated infrastructures, an omnichannel banking strategy, customer convenience, strong security, and best blockchain technology adaptation.\n\nE-money has different suppliers involved in the industry, including network operators, technology suppliers, authoring tools, application development tools, and mobile service technologies. Currently, cloud computing is the most popular and advanced tool in using e-money.\n\nOn a business standpoint, the only barriers to entry are the required high paid-up capital and the required high-level of technical skills. After passing through the said barrier, since the Philippines has a good enabling environment, the next battle will be competing with incumbent players in the industry—having a portion of the market share pie.","downloadable_attachments":[{"id":63438814,"asset_id":43174991,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"},{"id":143798009,"first_name":"Steve","last_name":"Chaves","domain_name":"ateneo","page_name":"stevemaverick","display_name":"Steve Chaves","profile_url":"https://ateneo.academia.edu/stevemaverick?f_ri=93117","photo":"https://0.academia-photos.com/143798009/44747405/86179987/s65_steve.chaves.png"},{"id":109967934,"first_name":"Tina","last_name":"Mate","domain_name":"pup","page_name":"TinaMate","display_name":"Tina Mate","profile_url":"https://pup.academia.edu/TinaMate?f_ri=93117","photo":"/images/s65_no_pic.png"},{"id":72212570,"first_name":"Jewemars","last_name":"Riano","domain_name":"up-diliman","page_name":"JewemarsRiano","display_name":"Jewemars Riano","profile_url":"https://up-diliman.academia.edu/JewemarsRiano?f_ri=93117","photo":"https://0.academia-photos.com/72212570/32039416/35227441/s65_jewemars.riano.jpg"}],"research_interests":[{"id":7055,"name":"Technology 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Communications","url":"https://www.academia.edu/Documents/in/Marketing_Communications?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":115059,"name":"M-Commerce","url":"https://www.academia.edu/Documents/in/M-Commerce?f_ri=93117"},{"id":187534,"name":"SWOT analysis","url":"https://www.academia.edu/Documents/in/SWOT_analysis?f_ri=93117"},{"id":312695,"name":"Financial Technology","url":"https://www.academia.edu/Documents/in/Financial_Technology?f_ri=93117"},{"id":329543,"name":"Industrial Structures","url":"https://www.academia.edu/Documents/in/Industrial_Structures?f_ri=93117"},{"id":419078,"name":"Electronic Money","url":"https://www.academia.edu/Documents/in/Electronic_Money?f_ri=93117"},{"id":730251,"name":"Porters Five Forces","url":"https://www.academia.edu/Documents/in/Porters_Five_Forces?f_ri=93117"},{"id":765545,"name":"Digital Payments","url":"https://www.academia.edu/Documents/in/Digital_Payments?f_ri=93117"},{"id":1594197,"name":"Fintech","url":"https://www.academia.edu/Documents/in/Fintech?f_ri=93117"},{"id":2397704,"name":"Digital Payment system","url":"https://www.academia.edu/Documents/in/Digital_Payment_system?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43175192 coauthored" data-work_id="43175192" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43175192/Marketing_Plan_Mobile_Microinsurance_Presentation">Marketing Plan: Mobile Microinsurance Presentation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The mobile microinsurance marketing plan boasts itself as it highlights the overview of the mobile microinsurance industry, its current market condition, its external and internal factors driving and affecting its growth, its competition... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43175192" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The mobile microinsurance marketing plan boasts itself as it highlights the overview of the mobile microinsurance industry, its current market condition, its external and internal factors driving and affecting its growth, its competition arena, and its key players through the lenses of different stakeholders.<br /><br />The paper describes the current marketing situation of the mobile microinsurance industry as it gives a thorough narrative on the market trends of the said industry both in the perspective of the local and international arena. It gives a bird’s eye view of the current battlefield of the said industry by illustrating the interconnection of various players and its roles in the industry. Moreover, the paper prides itself in showing the target market’s behavior which can be later used in formulating strategies for capturing the target market.<br /><br />The paper also emphasizes various macro and micro environmental forces that can greatly affect the mobile microinsurance industry. As such, pertinent examples are also illustrated in order to prove that such factors should not be overlooked in order to maximize the benefits it may enjoy on successful mobile microinsurance product launch.<br /><br />After discussing the foregoing concepts, the paper moves on to propose appropriate and winning marketing strategies based on grounded principles and proven success stories in other countries with similar situations and challenges faced by the existing regulatory environment of the Philippines. The proposed marketing strategy also identifies clear marketing and financial objectives so as to position the mobile microinsurance product well that can attract customers. It also seeks to have the firm cross the technology chasm in the shortest possible period while maximizing and enjoying the benefits of such strategies.<br /><br />Furthermore, the proponents recommended various marketing mixes that clearly define the advertising and branding strategies that are founded on marketing principles across the diffusion curve.<br /><br />The proponents well understand the value of effective pricing strategies for mobile microinsurance aim for low-cost, high-volume business. As such, this paper gives suggestions for various pricing options that can cater the marginalized and low-income earners which are the target market of the mobile microinsurance industry.<br /><br />Moreover, the paper gives an in-depth market research that is sourced from consultations and interviews gathered from various relevant stakeholders from the regulatory sector, mobile microinsurance providers, down to its potential customers.<br /><br />An in-depth financial forecast of sales and revenue for the next 3 to 5 years is also included in this paper. It analyses the possible profit and losses of the firm and how marketing could affect these movements of the firm’s money. A marketing budget is proposed in this paper to allow insight on the different activities that will entail in the marketing plan, coupled with the equivalent costs for each activity.<br /><br />Finally, the aforementioned strategies, after taking into consideration various concepts and all reasonable risks, the paper gives detailed implementation measures and contingency measures should the plan fail to materialize.<br /><br />GCash Insure provides a way to protect every Filipino through affordable comprehensive insurance. It uses microinsurance to bridge the lower financial bracket to a better financial plan. In this paper, we propose an integration of GCash Insure to the GCash mobile application by creating a separate module for monitoring and control of the user’s policy. Through the module, users can avail a microinsurance policy, upgrade their current policies, pay for their policies, view and monitor their policies, add dependents, and inquire more about GCash Insure. Different technologies were advised to be included in the module to empower users with the best customer experience. This paper also includes the current pricing strategy and what needs to be enhanced and considered for the long run. Activities internal and external to the organization were also proposed to have a strong primary and secondary brand knowledge.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43175192" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3486d44b7544aab07311e7f23a45aa4a" rel="nofollow" data-download="{"attachment_id":63439029,"asset_id":43175192,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63439029/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9845765" href="https://up-diliman.academia.edu/NykerMatthewKing">Nyker Matthew C King</a><script data-card-contents-for-user="9845765" type="text/json">{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-43175192">+3</span><div class="hidden js-additional-users-43175192"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ateneo.academia.edu/stevemaverick">Steve Chaves</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://pup.academia.edu/TinaMate">Tina Mate</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://up-diliman.academia.edu/JewemarsRiano">Jewemars Riano</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-43175192'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-43175192').html(); 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It gives a bird’s eye view of the current battlefield of the said industry by illustrating the interconnection of various players and its roles in the industry. Moreover, the paper prides itself in showing the target market’s behavior which can be later used in formulating strategies for capturing the target market.\n\nThe paper also emphasizes various macro and micro environmental forces that can greatly affect the mobile microinsurance industry. As such, pertinent examples are also illustrated in order to prove that such factors should not be overlooked in order to maximize the benefits it may enjoy on successful mobile microinsurance product launch.\n\nAfter discussing the foregoing concepts, the paper moves on to propose appropriate and winning marketing strategies based on grounded principles and proven success stories in other countries with similar situations and challenges faced by the existing regulatory environment of the Philippines. The proposed marketing strategy also identifies clear marketing and financial objectives so as to position the mobile microinsurance product well that can attract customers. It also seeks to have the firm cross the technology chasm in the shortest possible period while maximizing and enjoying the benefits of such strategies.\n\nFurthermore, the proponents recommended various marketing mixes that clearly define the advertising and branding strategies that are founded on marketing principles across the diffusion curve.\n\nThe proponents well understand the value of effective pricing strategies for mobile microinsurance aim for low-cost, high-volume business. As such, this paper gives suggestions for various pricing options that can cater the marginalized and low-income earners which are the target market of the mobile microinsurance industry.\n\nMoreover, the paper gives an in-depth market research that is sourced from consultations and interviews gathered from various relevant stakeholders from the regulatory sector, mobile microinsurance providers, down to its potential customers.\n\nAn in-depth financial forecast of sales and revenue for the next 3 to 5 years is also included in this paper. It analyses the possible profit and losses of the firm and how marketing could affect these movements of the firm’s money. A marketing budget is proposed in this paper to allow insight on the different activities that will entail in the marketing plan, coupled with the equivalent costs for each activity.\n\nFinally, the aforementioned strategies, after taking into consideration various concepts and all reasonable risks, the paper gives detailed implementation measures and contingency measures should the plan fail to materialize.\n\nGCash Insure provides a way to protect every Filipino through affordable comprehensive insurance. It uses microinsurance to bridge the lower financial bracket to a better financial plan. In this paper, we propose an integration of GCash Insure to the GCash mobile application by creating a separate module for monitoring and control of the user’s policy. Through the module, users can avail a microinsurance policy, upgrade their current policies, pay for their policies, view and monitor their policies, add dependents, and inquire more about GCash Insure. Different technologies were advised to be included in the module to empower users with the best customer experience. This paper also includes the current pricing strategy and what needs to be enhanced and considered for the long run. Activities internal and external to the organization were also proposed to have a strong primary and secondary brand knowledge.","downloadable_attachments":[{"id":63439029,"asset_id":43175192,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":9845765,"first_name":"Nyker Matthew","last_name":"King","domain_name":"up-diliman","page_name":"NykerMatthewKing","display_name":"Nyker Matthew C King","profile_url":"https://up-diliman.academia.edu/NykerMatthewKing?f_ri=93117","photo":"https://0.academia-photos.com/9845765/3068537/35765146/s65_nyker_matthew.king.jpg"},{"id":143798009,"first_name":"Steve","last_name":"Chaves","domain_name":"ateneo","page_name":"stevemaverick","display_name":"Steve Chaves","profile_url":"https://ateneo.academia.edu/stevemaverick?f_ri=93117","photo":"https://0.academia-photos.com/143798009/44747405/86179987/s65_steve.chaves.png"},{"id":109967934,"first_name":"Tina","last_name":"Mate","domain_name":"pup","page_name":"TinaMate","display_name":"Tina Mate","profile_url":"https://pup.academia.edu/TinaMate?f_ri=93117","photo":"/images/s65_no_pic.png"},{"id":72212570,"first_name":"Jewemars","last_name":"Riano","domain_name":"up-diliman","page_name":"JewemarsRiano","display_name":"Jewemars Riano","profile_url":"https://up-diliman.academia.edu/JewemarsRiano?f_ri=93117","photo":"https://0.academia-photos.com/72212570/32039416/35227441/s65_jewemars.riano.jpg"}],"research_interests":[{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false},{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false},{"id":23311,"name":"Marketing Strategy","url":"https://www.academia.edu/Documents/in/Marketing_Strategy?f_ri=93117","nofollow":false},{"id":37268,"name":"Technology Commercialization","url":"https://www.academia.edu/Documents/in/Technology_Commercialization?f_ri=93117","nofollow":false},{"id":73903,"name":"Marketing Plan","url":"https://www.academia.edu/Documents/in/Marketing_Plan?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":136431,"name":"Technology Marketing","url":"https://www.academia.edu/Documents/in/Technology_Marketing?f_ri=93117"},{"id":222397,"name":"Environmental Analysis","url":"https://www.academia.edu/Documents/in/Environmental_Analysis?f_ri=93117"},{"id":261888,"name":"Marketing Mix","url":"https://www.academia.edu/Documents/in/Marketing_Mix?f_ri=93117"},{"id":312695,"name":"Financial Technology","url":"https://www.academia.edu/Documents/in/Financial_Technology?f_ri=93117"},{"id":1594197,"name":"Fintech","url":"https://www.academia.edu/Documents/in/Fintech?f_ri=93117"},{"id":2468476,"name":"mobile health insurance","url":"https://www.academia.edu/Documents/in/mobile_health_insurance?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_75914150" data-work_id="75914150" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/75914150/Industry_Study_of_Electronic_Money_Presentation">Industry Study of Electronic Money Presentation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Cash has still been the preferred payment method of the Filipino majority—amounting to 51.3% of the population; while there were only 7.1% that prefer using mobile phone or app payments (TheNerve, 2019). Despite the cash-heavy... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_75914150" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Cash has still been the preferred payment method of the Filipino majority—amounting to 51.3% of the population; while there were only 7.1% that prefer using mobile phone or app payments (TheNerve, 2019). Despite the cash-heavy transactions of the country, a recent report from Oliver Wyman, an international management consulting firm, forecasts a gradual decrease of transaction share of cash but a steady increase of transaction share of e-money from 2018 to 2022 (Woods, George, &amp;amp; Pardiwalla, 2018) and TheNerve (2019) noted this as a 116% compound annual growth rate. This can be seen in the aforementioned 2018 3rd quarter Financial Inclusion report by BSP (2018) which noted a growth of 6 million pesos (or 9.2%) in inflow transactions and 18 million pesos (or 6%) in outflow transactions from 2016 to 2017. The motivation for innovation in the e-Money industry can be attributed to the power of the consumers as they are the primary users of the technology and ultimately, their adoption would dictate the success or failure of the innovation. Although it is also relevant to point that merchant adoption and the whole ecosystem may also influence the motivation for innovation, in the end, consumer adoption would still outweigh the other. Numerous researches have focused on studying consumer adoption to identify the antecedents or drivers that influence technological adoption by consumers. Studies concluded that consumer adoption factors of e-Money technology are security, cost, convenience, characteristics of mobile service provider, characteristics of mobile payment vendor, characteristics of mobile technology, disposition of trust, and disposition of culture. These factors provide basis to the development of radical or incremental innovations in the e-Money industry. The high mobile penetration and tech-savviness of Filipinos also makes the Philippines a mobile money innovation hub. GSMA noted that the dramatic rise in smartphone adoption has been one of the factors in the increasing adoption of Filipinos (Pasti, 2019) despite the country’s lagging Internet speed. The e-money has several use cases that drive its economic forces across the country’s economy. It ranges from airtime load top-up, bills payment, online shopping, transportation payment, insurance payment, ticket purchase, social media payments, QR code payment, NFC payment, e-money transfer, to B2C payment (Miroshnichenko, 2015). A survey report conducted by TheNerve (2019) accounted online shopping as the top use case of e-money; followed by bills payment and e-money transfer. Moreover, GSMA listed “domestic remittance needs” as one of the six primary conditions that contributed to the development of e-money in the Philippines (Hasnain, 2016). The development of this condition is due to the common Filipino practice wherein the breadwinner of the family goes to a highly urbanized region, like Metro Manila, and regularly sends money back to his/her home province (TheNerve, 2019). GSMA (2016) also highlighted the low banking penetration as another driver of e-money in the Philippines. In 2017, the banked penetration rate stands at 34.5%. This means that 70 million or 65% of the Filipinos are still unbanked—a large avenue to drive financial inclusion through e-money. The introduction of e-Money technology like G-Cash and Smart Money in the early 2000s in itself was a radical innovation and could possibly become a threat to banking and credit card technology. This technology fosters financial inclusion in the market as it taps both the banked and unbanked users. One doesn’t need a bank account in order to use e-Money as it utilizes a user’s mobile phone through SIM-based remittances and micro-payments, making use of a vast network of agents, such as sari-sari stores, to facilitate the cash- in and cash-out transactions. Incremental innovations have thereafter followed with the introduction of phone applications or ‘apps’ that complement this technology by allowing users to monitor their balances, pay bills and even remit money (P2P) on their own through the apps. The move for e-Money providers to transform into the ultimate lifestyle super app also encourages incremental innovation in terms of apps’ program and features. This new model is when existing apps branch out to other services apart from their initial intended service. A prime example would be Grab, which started as a ride-hailing app and has recently expanded their services to courier and food delivery. Competitors dominate the e-money market by having the following characteristics: have existing partnerships, have an existing customer base, can be easily integrated in other platforms, have little to no transaction, convenience or additional fees, and offer rewards, incentives, or rebates. Alternatives for mobile phones as storage devices for e-Money are also being introduced in the market. Biochips are devices embedded in a person’s body, often under the skin, which stores your e-Money, train…</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/75914150" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="143798009" href="https://ateneo.academia.edu/stevemaverick">Steve Chaves</a><script data-card-contents-for-user="143798009" type="text/json">{"id":143798009,"first_name":"Steve","last_name":"Chaves","domain_name":"ateneo","page_name":"stevemaverick","display_name":"Steve Chaves","profile_url":"https://ateneo.academia.edu/stevemaverick?f_ri=93117","photo":"https://0.academia-photos.com/143798009/44747405/86179987/s65_steve.chaves.png"}</script></span></span></li><li class="js-paper-rank-work_75914150 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="75914150"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 75914150, container: ".js-paper-rank-work_75914150", }); 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$(".js-view-count[data-work-id=75914150]").text(description); $(".js-view-count-work_75914150").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_75914150").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="75914150"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">18</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="7055" href="https://www.academia.edu/Documents/in/Technology_Management">Technology Management</a>, <script data-card-contents-for-ri="7055" type="text/json">{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8785" href="https://www.academia.edu/Documents/in/Philippines">Philippines</a>, <script data-card-contents-for-ri="8785" type="text/json">{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="13420" href="https://www.academia.edu/Documents/in/Mobile_Commerce">Mobile Commerce</a>, <script data-card-contents-for-ri="13420" type="text/json">{"id":13420,"name":"Mobile Commerce","url":"https://www.academia.edu/Documents/in/Mobile_Commerce?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="28477" href="https://www.academia.edu/Documents/in/Market_Segmentation">Market Segmentation</a><script data-card-contents-for-ri="28477" type="text/json">{"id":28477,"name":"Market Segmentation","url":"https://www.academia.edu/Documents/in/Market_Segmentation?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=75914150]'), work: {"id":75914150,"title":"Industry Study of Electronic Money Presentation","created_at":"2022-04-09T07:38:35.978-07:00","url":"https://www.academia.edu/75914150/Industry_Study_of_Electronic_Money_Presentation?f_ri=93117","dom_id":"work_75914150","summary":"Cash has still been the preferred payment method of the Filipino majority—amounting to 51.3% of the population; while there were only 7.1% that prefer using mobile phone or app payments (TheNerve, 2019). Despite the cash-heavy transactions of the country, a recent report from Oliver Wyman, an international management consulting firm, forecasts a gradual decrease of transaction share of cash but a steady increase of transaction share of e-money from 2018 to 2022 (Woods, George, \u0026amp;amp; Pardiwalla, 2018) and TheNerve (2019) noted this as a 116% compound annual growth rate. This can be seen in the aforementioned 2018 3rd quarter Financial Inclusion report by BSP (2018) which noted a growth of 6 million pesos (or 9.2%) in inflow transactions and 18 million pesos (or 6%) in outflow transactions from 2016 to 2017. The motivation for innovation in the e-Money industry can be attributed to the power of the consumers as they are the primary users of the technology and ultimately, their adoption would dictate the success or failure of the innovation. Although it is also relevant to point that merchant adoption and the whole ecosystem may also influence the motivation for innovation, in the end, consumer adoption would still outweigh the other. Numerous researches have focused on studying consumer adoption to identify the antecedents or drivers that influence technological adoption by consumers. Studies concluded that consumer adoption factors of e-Money technology are security, cost, convenience, characteristics of mobile service provider, characteristics of mobile payment vendor, characteristics of mobile technology, disposition of trust, and disposition of culture. These factors provide basis to the development of radical or incremental innovations in the e-Money industry. The high mobile penetration and tech-savviness of Filipinos also makes the Philippines a mobile money innovation hub. GSMA noted that the dramatic rise in smartphone adoption has been one of the factors in the increasing adoption of Filipinos (Pasti, 2019) despite the country’s lagging Internet speed. The e-money has several use cases that drive its economic forces across the country’s economy. It ranges from airtime load top-up, bills payment, online shopping, transportation payment, insurance payment, ticket purchase, social media payments, QR code payment, NFC payment, e-money transfer, to B2C payment (Miroshnichenko, 2015). A survey report conducted by TheNerve (2019) accounted online shopping as the top use case of e-money; followed by bills payment and e-money transfer. Moreover, GSMA listed “domestic remittance needs” as one of the six primary conditions that contributed to the development of e-money in the Philippines (Hasnain, 2016). The development of this condition is due to the common Filipino practice wherein the breadwinner of the family goes to a highly urbanized region, like Metro Manila, and regularly sends money back to his/her home province (TheNerve, 2019). GSMA (2016) also highlighted the low banking penetration as another driver of e-money in the Philippines. In 2017, the banked penetration rate stands at 34.5%. This means that 70 million or 65% of the Filipinos are still unbanked—a large avenue to drive financial inclusion through e-money. The introduction of e-Money technology like G-Cash and Smart Money in the early 2000s in itself was a radical innovation and could possibly become a threat to banking and credit card technology. This technology fosters financial inclusion in the market as it taps both the banked and unbanked users. One doesn’t need a bank account in order to use e-Money as it utilizes a user’s mobile phone through SIM-based remittances and micro-payments, making use of a vast network of agents, such as sari-sari stores, to facilitate the cash- in and cash-out transactions. Incremental innovations have thereafter followed with the introduction of phone applications or ‘apps’ that complement this technology by allowing users to monitor their balances, pay bills and even remit money (P2P) on their own through the apps. The move for e-Money providers to transform into the ultimate lifestyle super app also encourages incremental innovation in terms of apps’ program and features. This new model is when existing apps branch out to other services apart from their initial intended service. A prime example would be Grab, which started as a ride-hailing app and has recently expanded their services to courier and food delivery. Competitors dominate the e-money market by having the following characteristics: have existing partnerships, have an existing customer base, can be easily integrated in other platforms, have little to no transaction, convenience or additional fees, and offer rewards, incentives, or rebates. Alternatives for mobile phones as storage devices for e-Money are also being introduced in the market. Biochips are devices embedded in a person’s body, often under the skin, which stores your e-Money, train…","downloadable_attachments":[],"ordered_authors":[{"id":143798009,"first_name":"Steve","last_name":"Chaves","domain_name":"ateneo","page_name":"stevemaverick","display_name":"Steve Chaves","profile_url":"https://ateneo.academia.edu/stevemaverick?f_ri=93117","photo":"https://0.academia-photos.com/143798009/44747405/86179987/s65_steve.chaves.png"}],"research_interests":[{"id":7055,"name":"Technology Management","url":"https://www.academia.edu/Documents/in/Technology_Management?f_ri=93117","nofollow":false},{"id":8785,"name":"Philippines","url":"https://www.academia.edu/Documents/in/Philippines?f_ri=93117","nofollow":false},{"id":13420,"name":"Mobile Commerce","url":"https://www.academia.edu/Documents/in/Mobile_Commerce?f_ri=93117","nofollow":false},{"id":28477,"name":"Market Segmentation","url":"https://www.academia.edu/Documents/in/Market_Segmentation?f_ri=93117","nofollow":false},{"id":37268,"name":"Technology Commercialization","url":"https://www.academia.edu/Documents/in/Technology_Commercialization?f_ri=93117"},{"id":58561,"name":"Mobile Money","url":"https://www.academia.edu/Documents/in/Mobile_Money?f_ri=93117"},{"id":85718,"name":"Marketing Communications","url":"https://www.academia.edu/Documents/in/Marketing_Communications?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":187534,"name":"SWOT analysis","url":"https://www.academia.edu/Documents/in/SWOT_analysis?f_ri=93117"},{"id":312695,"name":"Financial Technology","url":"https://www.academia.edu/Documents/in/Financial_Technology?f_ri=93117"},{"id":325933,"name":"M Commerce","url":"https://www.academia.edu/Documents/in/M_Commerce?f_ri=93117"},{"id":329543,"name":"Industrial Structures","url":"https://www.academia.edu/Documents/in/Industrial_Structures?f_ri=93117"},{"id":419078,"name":"Electronic Money","url":"https://www.academia.edu/Documents/in/Electronic_Money?f_ri=93117"},{"id":730251,"name":"Porters Five Forces","url":"https://www.academia.edu/Documents/in/Porters_Five_Forces?f_ri=93117"},{"id":765545,"name":"Digital Payments","url":"https://www.academia.edu/Documents/in/Digital_Payments?f_ri=93117"},{"id":843066,"name":"E Money","url":"https://www.academia.edu/Documents/in/E_Money?f_ri=93117"},{"id":1594197,"name":"Fintech","url":"https://www.academia.edu/Documents/in/Fintech?f_ri=93117"},{"id":2397704,"name":"Digital Payment system","url":"https://www.academia.edu/Documents/in/Digital_Payment_system?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_21189694" data-work_id="21189694" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/21189694/Environmental_scanning_Radar_for_success">Environmental scanning: Radar for success</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">M a y / J u n e 2 0 04 • T h e I n f o r m a t i o n M a n a g e m e n t J o u r n a l 3 9 rganizations today face unprecedented challenges in maintaining commercial survival and success. This is true for organizations both large and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_21189694" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">M a y / J u n e 2 0 04 • T h e I n f o r m a t i o n M a n a g e m e n t J o u r n a l 3 9 rganizations today face unprecedented challenges in maintaining commercial survival and success. This is true for organizations both large and small, for-profit and non-profit. Success requires a keen strategic understanding of external influences in order to respond in ways that will ensure the organization's survival and success. Environmental scanning is one tool in an organization's arsenal that can be used to gain this understanding.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/21189694" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9326756608ad0c33c733abf8bd894880" rel="nofollow" data-download="{"attachment_id":41754726,"asset_id":21189694,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/41754726/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34878314" href="https://sc.academia.edu/KAlbright">Kendra Albright</a><script data-card-contents-for-user="34878314" type="text/json">{"id":34878314,"first_name":"Kendra","last_name":"Albright","domain_name":"sc","page_name":"KAlbright","display_name":"Kendra Albright","profile_url":"https://sc.academia.edu/KAlbright?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_21189694 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="21189694"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 21189694, container: ".js-paper-rank-work_21189694", }); });</script></li><li class="js-percentile-work_21189694 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 21189694; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_21189694"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_21189694 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="21189694"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 21189694; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=21189694]").text(description); $(".js-view-count-work_21189694").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_21189694").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="21189694"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1453" href="https://www.academia.edu/Documents/in/Information_Management">Information Management</a>, <script data-card-contents-for-ri="1453" type="text/json">{"id":1453,"name":"Information Management","url":"https://www.academia.edu/Documents/in/Information_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=21189694]'), work: {"id":21189694,"title":"Environmental scanning: Radar for success","created_at":"2016-01-29T16:13:01.540-08:00","url":"https://www.academia.edu/21189694/Environmental_scanning_Radar_for_success?f_ri=93117","dom_id":"work_21189694","summary":"M a y / J u n e 2 0 04 • T h e I n f o r m a t i o n M a n a g e m e n t J o u r n a l 3 9 rganizations today face unprecedented challenges in maintaining commercial survival and success. This is true for organizations both large and small, for-profit and non-profit. Success requires a keen strategic understanding of external influences in order to respond in ways that will ensure the organization's survival and success. Environmental scanning is one tool in an organization's arsenal that can be used to gain this understanding.","downloadable_attachments":[{"id":41754726,"asset_id":21189694,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34878314,"first_name":"Kendra","last_name":"Albright","domain_name":"sc","page_name":"KAlbright","display_name":"Kendra Albright","profile_url":"https://sc.academia.edu/KAlbright?f_ri=93117","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1453,"name":"Information Management","url":"https://www.academia.edu/Documents/in/Information_Management?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_13048798 coauthored" data-work_id="13048798" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/13048798/Veille_informationnelle_et_veille_strat%C3%A9gique_dans_un_contexte_dorganisation_durable">Veille informationnelle et veille stratégique dans un contexte d'organisation durable</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">La veille informationnelle peut soutenir une organisation qui se veut durable (Fadaili, 2013). Mais comment la veille informationnelle et la veille stratégique contribuent-elles respectivement à la durabilité d'une organisation? Notre... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_13048798" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">La veille informationnelle peut soutenir une organisation qui se veut durable (Fadaili, 2013). Mais comment la veille informationnelle et la veille stratégique contribuent-elles respectivement à la durabilité d'une organisation? Notre communication propose une réflexion théorique qui vise à comparer les définitions de ces deux concepts pour pouvoir discuter de leur apport dans un contexte d'organisation durable.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/13048798" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="799a53b9299ce5f0b75933e651ffdb0f" rel="nofollow" data-download="{"attachment_id":37929237,"asset_id":13048798,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37929237/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="11327248" href="https://umontreal.academia.edu/ElsaD">Elsa D.</a><script data-card-contents-for-user="11327248" type="text/json">{"id":11327248,"first_name":"Elsa","last_name":"D.","domain_name":"umontreal","page_name":"ElsaD","display_name":"Elsa D.","profile_url":"https://umontreal.academia.edu/ElsaD?f_ri=93117","photo":"https://0.academia-photos.com/11327248/5786011/6575516/s65_elsa.d..jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-13048798">+1</span><div class="hidden js-additional-users-13048798"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://umontreal.academia.edu/ChristineDufour">Christine Dufour</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-13048798'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-13048798').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_13048798 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="13048798"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 13048798, container: ".js-paper-rank-work_13048798", }); });</script></li><li class="js-percentile-work_13048798 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 13048798; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_13048798"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_13048798 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="13048798"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 13048798; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=13048798]").text(description); $(".js-view-count-work_13048798").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_13048798").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="13048798"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4524" href="https://www.academia.edu/Documents/in/Sustainable_Development">Sustainable Development</a>, <script data-card-contents-for-ri="4524" type="text/json">{"id":4524,"name":"Sustainable Development","url":"https://www.academia.edu/Documents/in/Sustainable_Development?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5725" href="https://www.academia.edu/Documents/in/Competitive_Intelligence">Competitive Intelligence</a>, <script data-card-contents-for-ri="5725" type="text/json">{"id":5725,"name":"Competitive Intelligence","url":"https://www.academia.edu/Documents/in/Competitive_Intelligence?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="258021" href="https://www.academia.edu/Documents/in/Current_awareness">Current awareness</a><script data-card-contents-for-ri="258021" type="text/json">{"id":258021,"name":"Current awareness","url":"https://www.academia.edu/Documents/in/Current_awareness?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=13048798]'), work: {"id":13048798,"title":"Veille informationnelle et veille stratégique dans un contexte d'organisation durable","created_at":"2015-06-17T06:58:24.515-07:00","url":"https://www.academia.edu/13048798/Veille_informationnelle_et_veille_strat%C3%A9gique_dans_un_contexte_dorganisation_durable?f_ri=93117","dom_id":"work_13048798","summary":"La veille informationnelle peut soutenir une organisation qui se veut durable (Fadaili, 2013). Mais comment la veille informationnelle et la veille stratégique contribuent-elles respectivement à la durabilité d'une organisation? Notre communication propose une réflexion théorique qui vise à comparer les définitions de ces deux concepts pour pouvoir discuter de leur apport dans un contexte d'organisation durable.","downloadable_attachments":[{"id":37929237,"asset_id":13048798,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":11327248,"first_name":"Elsa","last_name":"D.","domain_name":"umontreal","page_name":"ElsaD","display_name":"Elsa D.","profile_url":"https://umontreal.academia.edu/ElsaD?f_ri=93117","photo":"https://0.academia-photos.com/11327248/5786011/6575516/s65_elsa.d..jpg"},{"id":31415051,"first_name":"Christine","last_name":"Dufour","domain_name":"umontreal","page_name":"ChristineDufour","display_name":"Christine Dufour","profile_url":"https://umontreal.academia.edu/ChristineDufour?f_ri=93117","photo":"https://0.academia-photos.com/31415051/9267553/10331314/s65_christine.dufour.jpg"}],"research_interests":[{"id":4524,"name":"Sustainable Development","url":"https://www.academia.edu/Documents/in/Sustainable_Development?f_ri=93117","nofollow":false},{"id":5725,"name":"Competitive Intelligence","url":"https://www.academia.edu/Documents/in/Competitive_Intelligence?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":258021,"name":"Current awareness","url":"https://www.academia.edu/Documents/in/Current_awareness?f_ri=93117","nofollow":false},{"id":489495,"name":"Veille stratégique scientifique et technologique","url":"https://www.academia.edu/Documents/in/Veille_strategique_scientifique_et_technologique?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_17341191" data-work_id="17341191" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/17341191/ENVIRONMENTAL_SCANNING_AND_SMES_STRATEGIES_A_CASE_STUDY">ENVIRONMENTAL SCANNING AND SMES STRATEGIES: A CASE STUDY</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The dynamics in competitive environment demands a constant adaptation. To prioritize strategic actions, companies must monitor key factors that affect their strategy. However, in SMEs (Small and Medium Enterprises) strategic planning and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_17341191" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The dynamics in competitive environment demands a constant adaptation. To prioritize strategic actions, companies must monitor key factors that affect their strategy. However, in SMEs (Small and Medium Enterprises) strategic planning and environment scanning tend to be informal and centralized on the owner. In this situation, these activities might be left aside or not produce information to support strategy formulation.Given the circumstances, it is important to understand the relationship between strategic decisions and scanning activities in SMEs. The relevance of this study lies on the fact that, in Brazil, over 90% of the companies are SMEs, therefore they represent a significant force to the economy. The objective of this research is to identify, from the characteristics of scanning process in SMEs, the relationship between competitive strategies and scanning activities.It was used a unique case study, establishing the proposition that the adoption of a strategy does not consider scanning activities. A framework was elaborated, based in the theory, and it was used as research instrument. The interviews were conducted with the board. The collected information were analyzed and confronted with the results found in theory. It was observed an informal and unstructured scanning, and a lack of reliability in the information gathered, what could limit the influence of scanning in strategy. Up to this moment, scanning activities did not influence the strategy in the studied company. This work helps to understand the relationship between scanning activities and strategy in SMEs. The framework developed can be used as reference to other studies. The limitations are the fact that the research only considers the company´s vision about its own environment and the owner’s opinion and the impossibility of results generalization. Future works can reproduce the research in similar companies, to confirm the obtained results.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/17341191" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="84cd2d7aa09158fd643fa5c38c8de6b3" rel="nofollow" data-download="{"attachment_id":39454720,"asset_id":17341191,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/39454720/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1332437" href="https://usp-br.academia.edu/CarolinaManfrinato">Carolina Manfrinato</a><script data-card-contents-for-user="1332437" type="text/json">{"id":1332437,"first_name":"Carolina","last_name":"Manfrinato","domain_name":"usp-br","page_name":"CarolinaManfrinato","display_name":"Carolina Manfrinato","profile_url":"https://usp-br.academia.edu/CarolinaManfrinato?f_ri=93117","photo":"https://0.academia-photos.com/1332437/490695/617692/s65_carolina.manfrinato.jpg"}</script></span></span></li><li class="js-paper-rank-work_17341191 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="17341191"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 17341191, container: ".js-paper-rank-work_17341191", }); });</script></li><li class="js-percentile-work_17341191 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 17341191; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_17341191"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_17341191 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="17341191"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 17341191; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=17341191]").text(description); $(".js-view-count-work_17341191").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_17341191").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="17341191"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=17341191]'), work: {"id":17341191,"title":"ENVIRONMENTAL SCANNING AND SMES STRATEGIES: A CASE STUDY","created_at":"2015-10-27T03:50:54.391-07:00","url":"https://www.academia.edu/17341191/ENVIRONMENTAL_SCANNING_AND_SMES_STRATEGIES_A_CASE_STUDY?f_ri=93117","dom_id":"work_17341191","summary":"The dynamics in competitive environment demands a constant adaptation. To prioritize strategic actions, companies must monitor key factors that affect their strategy. However, in SMEs (Small and Medium Enterprises) strategic planning and environment scanning tend to be informal and centralized on the owner. In this situation, these activities might be left aside or not produce information to support strategy formulation.Given the circumstances, it is important to understand the relationship between strategic decisions and scanning activities in SMEs. The relevance of this study lies on the fact that, in Brazil, over 90% of the companies are SMEs, therefore they represent a significant force to the economy. The objective of this research is to identify, from the characteristics of scanning process in SMEs, the relationship between competitive strategies and scanning activities.It was used a unique case study, establishing the proposition that the adoption of a strategy does not consider scanning activities. A framework was elaborated, based in the theory, and it was used as research instrument. The interviews were conducted with the board. The collected information were analyzed and confronted with the results found in theory. It was observed an informal and unstructured scanning, and a lack of reliability in the information gathered, what could limit the influence of scanning in strategy. Up to this moment, scanning activities did not influence the strategy in the studied company. This work helps to understand the relationship between scanning activities and strategy in SMEs. The framework developed can be used as reference to other studies. The limitations are the fact that the research only considers the company´s vision about its own environment and the owner’s opinion and the impossibility of results generalization. Future works can reproduce the research in similar companies, to confirm the obtained results.","downloadable_attachments":[{"id":39454720,"asset_id":17341191,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1332437,"first_name":"Carolina","last_name":"Manfrinato","domain_name":"usp-br","page_name":"CarolinaManfrinato","display_name":"Carolina Manfrinato","profile_url":"https://usp-br.academia.edu/CarolinaManfrinato?f_ri=93117","photo":"https://0.academia-photos.com/1332437/490695/617692/s65_carolina.manfrinato.jpg"}],"research_interests":[{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12164008" data-work_id="12164008" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12164008/ENVIRONMENTAL_SCANNING_THE_STRATEGIC_KEY_FOR_THE_NIGERIAN_ENTREPRENEUR_TO_EXPLOIT_EMERGING_MARKET_OPPORTUNITIES">ENVIRONMENTAL SCANNING: THE STRATEGIC KEY FOR THE NIGERIAN ENTREPRENEUR TO EXPLOIT EMERGING MARKET OPPORTUNITIES</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Different forces operate to affect Marketing activities in every society. An organization might be able to influence the direction of some of these forces or environmental variables while other variables may remain rigidly uncontrollable.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12164008" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Different forces operate to affect Marketing activities in every society. An organization might be able to influence the direction of some of these forces or environmental variables while other variables may remain rigidly uncontrollable. The ability of an organization to influence or control these variables depends on the nature of the variables as well as the attitude of the company to these environmental forces or variables, amongst others. This paper affirms that scanning of environmental variables will likely present valuable opportunities for firms as well as attendant challenges. The objectives of this paper among others are to: (i) x-ray the possible environmental variables that will present firms with possible emerging opportunities. (ii) establish whether there is any relationship between a firm’s knowledge of its environmental variables and business success [iii] find out whether there is significant effect of environmental scanning on business survival and (iv) offer useful policy recommendations, which could place firms, in better competitive position. The paper uses a quantitative method with two hypotheses and findings showed that knowledge of environmental variables present better market opportunities, which could place firms in good competitive positioning.<br />Keywords: Environment, Scan, Entrepreneur, Exploit, Market, Opportunities.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12164008" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7c6383fe4c00922a4a5622e55c54d983" rel="nofollow" data-download="{"attachment_id":37466618,"asset_id":12164008,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37466618/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="29631200" href="https://bvimsr.academia.edu/BharatiIMSRJournal">Bharati IMSR Journal</a><script data-card-contents-for-user="29631200" type="text/json">{"id":29631200,"first_name":"Bharati IMSR","last_name":"Journal","domain_name":"bvimsr","page_name":"BharatiIMSRJournal","display_name":"Bharati IMSR Journal","profile_url":"https://bvimsr.academia.edu/BharatiIMSRJournal?f_ri=93117","photo":"https://0.academia-photos.com/29631200/8881226/9912949/s65_bharati_imsr.journal.jpg"}</script></span></span></li><li class="js-paper-rank-work_12164008 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12164008"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 12164008, container: ".js-paper-rank-work_12164008", }); });</script></li><li class="js-percentile-work_12164008 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 12164008; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_12164008"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_12164008 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="12164008"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 12164008; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=12164008]").text(description); $(".js-view-count-work_12164008").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_12164008").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="12164008"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12164008]'), work: {"id":12164008,"title":"ENVIRONMENTAL SCANNING: THE STRATEGIC KEY FOR THE NIGERIAN ENTREPRENEUR TO EXPLOIT EMERGING MARKET OPPORTUNITIES","created_at":"2015-04-30T04:34:21.381-07:00","url":"https://www.academia.edu/12164008/ENVIRONMENTAL_SCANNING_THE_STRATEGIC_KEY_FOR_THE_NIGERIAN_ENTREPRENEUR_TO_EXPLOIT_EMERGING_MARKET_OPPORTUNITIES?f_ri=93117","dom_id":"work_12164008","summary":"Different forces operate to affect Marketing activities in every society. An organization might be able to influence the direction of some of these forces or environmental variables while other variables may remain rigidly uncontrollable. The ability of an organization to influence or control these variables depends on the nature of the variables as well as the attitude of the company to these environmental forces or variables, amongst others. This paper affirms that scanning of environmental variables will likely present valuable opportunities for firms as well as attendant challenges. The objectives of this paper among others are to: (i) x-ray the possible environmental variables that will present firms with possible emerging opportunities. (ii) establish whether there is any relationship between a firm’s knowledge of its environmental variables and business success [iii] find out whether there is significant effect of environmental scanning on business survival and (iv) offer useful policy recommendations, which could place firms, in better competitive position. The paper uses a quantitative method with two hypotheses and findings showed that knowledge of environmental variables present better market opportunities, which could place firms in good competitive positioning.\nKeywords: Environment, Scan, Entrepreneur, Exploit, Market, Opportunities.\n","downloadable_attachments":[{"id":37466618,"asset_id":12164008,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":29631200,"first_name":"Bharati IMSR","last_name":"Journal","domain_name":"bvimsr","page_name":"BharatiIMSRJournal","display_name":"Bharati IMSR Journal","profile_url":"https://bvimsr.academia.edu/BharatiIMSRJournal?f_ri=93117","photo":"https://0.academia-photos.com/29631200/8881226/9912949/s65_bharati_imsr.journal.jpg"}],"research_interests":[{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_11924708" data-work_id="11924708" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/11924708/Strategic_Management_in_Zimbabwean_Profit_and_Non_profit_Organizations_Identifying_the_Missing_Tools_in_the_Strategy_Implementation_Kit_Bag">Strategic Management in Zimbabwean Profit and Non-profit Organizations: Identifying the Missing Tools in the Strategy Implementation Kit Bag</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The purpose of this study was to identify the determinants of strategic success or failure in Zimbabwean Profit and Non-Profit Organizations. The convergent parallel mixed methods research design was adopted as the guiding model for the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_11924708" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The purpose of this study was to identify the determinants of strategic success or failure in Zimbabwean Profit and Non-Profit Organizations. The convergent parallel mixed methods research design was adopted as the guiding model for the data collection, analysis and interpretation process in this study. This explains why data was collected through a concurrent parallel methodological triangulation of questionnaires, semi-structured interviews, and document analysis. Quantitative data was analyzed using the Statistical Package for Social Sciences (SPSS) version 21.0 while the analysis of qualitative data was performed using the NVivo 10 data analysis software. The study established that there is a high rate of strategy implementation failure in Zimbabwean Profit and Non-profit Organizations. The failure to build the distinctive competences and resource capabilities needed for successful strategy implementation was identified as the main cause of strategic failure in these Organizations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11924708" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="92a9e0b4146fcce44b887c32ff05d69b" rel="nofollow" data-download="{"attachment_id":37291291,"asset_id":11924708,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37291291/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="29460855" href="https://independent.academia.edu/AsianBusinessReview">Asian Business Review</a><script data-card-contents-for-user="29460855" type="text/json">{"id":29460855,"first_name":"Asian Business","last_name":"Review","domain_name":"independent","page_name":"AsianBusinessReview","display_name":"Asian Business Review","profile_url":"https://independent.academia.edu/AsianBusinessReview?f_ri=93117","photo":"https://0.academia-photos.com/29460855/8439099/9433466/s65_asian_business.review.jpg"}</script></span></span></li><li class="js-paper-rank-work_11924708 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="11924708"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 11924708, container: ".js-paper-rank-work_11924708", }); });</script></li><li class="js-percentile-work_11924708 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 11924708; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_11924708"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_11924708 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="11924708"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 11924708; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=11924708]").text(description); $(".js-view-count-work_11924708").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11924708").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11924708"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5009" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7523" href="https://www.academia.edu/Documents/in/Control">Control</a>, <script data-card-contents-for-ri="7523" type="text/json">{"id":7523,"name":"Control","url":"https://www.academia.edu/Documents/in/Control?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8910" href="https://www.academia.edu/Documents/in/Evaluation">Evaluation</a>, <script data-card-contents-for-ri="8910" type="text/json">{"id":8910,"name":"Evaluation","url":"https://www.academia.edu/Documents/in/Evaluation?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="12406" href="https://www.academia.edu/Documents/in/Strategy_Implementation">Strategy Implementation</a><script data-card-contents-for-ri="12406" type="text/json">{"id":12406,"name":"Strategy Implementation","url":"https://www.academia.edu/Documents/in/Strategy_Implementation?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11924708]'), work: {"id":11924708,"title":"Strategic Management in Zimbabwean Profit and Non-profit Organizations: Identifying the Missing Tools in the Strategy Implementation Kit Bag","created_at":"2015-04-13T07:07:17.636-07:00","url":"https://www.academia.edu/11924708/Strategic_Management_in_Zimbabwean_Profit_and_Non_profit_Organizations_Identifying_the_Missing_Tools_in_the_Strategy_Implementation_Kit_Bag?f_ri=93117","dom_id":"work_11924708","summary":"The purpose of this study was to identify the determinants of strategic success or failure in Zimbabwean Profit and Non-Profit Organizations. The convergent parallel mixed methods research design was adopted as the guiding model for the data collection, analysis and interpretation process in this study. This explains why data was collected through a concurrent parallel methodological triangulation of questionnaires, semi-structured interviews, and document analysis. Quantitative data was analyzed using the Statistical Package for Social Sciences (SPSS) version 21.0 while the analysis of qualitative data was performed using the NVivo 10 data analysis software. The study established that there is a high rate of strategy implementation failure in Zimbabwean Profit and Non-profit Organizations. The failure to build the distinctive competences and resource capabilities needed for successful strategy implementation was identified as the main cause of strategic failure in these Organizations.","downloadable_attachments":[{"id":37291291,"asset_id":11924708,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":29460855,"first_name":"Asian Business","last_name":"Review","domain_name":"independent","page_name":"AsianBusinessReview","display_name":"Asian Business Review","profile_url":"https://independent.academia.edu/AsianBusinessReview?f_ri=93117","photo":"https://0.academia-photos.com/29460855/8439099/9433466/s65_asian_business.review.jpg"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=93117","nofollow":false},{"id":7523,"name":"Control","url":"https://www.academia.edu/Documents/in/Control?f_ri=93117","nofollow":false},{"id":8910,"name":"Evaluation","url":"https://www.academia.edu/Documents/in/Evaluation?f_ri=93117","nofollow":false},{"id":12406,"name":"Strategy Implementation","url":"https://www.academia.edu/Documents/in/Strategy_Implementation?f_ri=93117","nofollow":false},{"id":83203,"name":"Strategy Formulation","url":"https://www.academia.edu/Documents/in/Strategy_Formulation?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":1894493,"name":"Strategic Success","url":"https://www.academia.edu/Documents/in/Strategic_Success?f_ri=93117"},{"id":1894494,"name":"Strategic Failure","url":"https://www.academia.edu/Documents/in/Strategic_Failure?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3194671 coauthored" data-work_id="3194671" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3194671/EXTERNAL_FACTORS_INFLUENCING_ON_INDUSTRIAL_BUILDING_SYSTEM_IBS_IN_MALAYSIA">EXTERNAL FACTORS INFLUENCING ON INDUSTRIAL BUILDING SYSTEM (IBS) IN MALAYSIA</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">For the adoption of suitable strategies by any organization or individual, there is the need to understand the organizations' or individual's current status and position in relations to the external environment. A PEST (Political,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_3194671" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">For the adoption of suitable strategies by any organization or individual, there is the need to understand the organizations' or individual's current status and position in relations to the external environment. A PEST (Political, Economic, Social and Technological) analysis is an environmental scanning division of strategic management. It can be used as a basis for future planning and strategic management. The application of PEST analysis helps a business to understand different macro-environmental factors that they need to take into consideration when determining the decline or growth of a particular market. In this study, PEST analysis has been conducted in order to investigate the important factors that are influencing the Industrial Building System (IBS) implementation in Malaysia. This analysis has been conducted to evaluate how attractive the IBS in Malaysia is and the factors that can help its development and improvement. Therefore, at first the PEST factors introduce the Political, Economic, Social and Technological factors. Then, the PEST factors which affect the implementation of the Industrial Building System (IBS) in Malaysia are addressed through the review of past research and interviews with experts. In the next step, the identified factors will be ranked and prioritized as a result of applying the average ranking method.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3194671" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2d5e1c6841c6db77450dc9bec1559a8a" rel="nofollow" data-download="{"attachment_id":31077426,"asset_id":3194671,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31077426/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="486777" href="https://utm-my.academia.edu/MohammadAliNekooie">Mohammad Ali Nekooie</a><script data-card-contents-for-user="486777" type="text/json">{"id":486777,"first_name":"Mohammad Ali","last_name":"Nekooie","domain_name":"utm-my","page_name":"MohammadAliNekooie","display_name":"Mohammad Ali Nekooie","profile_url":"https://utm-my.academia.edu/MohammadAliNekooie?f_ri=93117","photo":"https://0.academia-photos.com/486777/210737/246081/s65_mohammad_ali.nekooie.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-3194671">+1</span><div class="hidden js-additional-users-3194671"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ikiu.academia.edu/RoohollahTaherkhani">Roohollah Taherkhani</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-3194671'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-3194671').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_3194671 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3194671"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3194671, container: ".js-paper-rank-work_3194671", }); });</script></li><li class="js-percentile-work_3194671 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 3194671; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_3194671"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_3194671 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="3194671"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 3194671; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=3194671]").text(description); $(".js-view-count-work_3194671").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_3194671").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="3194671"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5009" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="38251" href="https://www.academia.edu/Documents/in/Political_Economics">Political Economics</a>, <script data-card-contents-for-ri="38251" type="text/json">{"id":38251,"name":"Political Economics","url":"https://www.academia.edu/Documents/in/Political_Economics?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="525680" href="https://www.academia.edu/Documents/in/Development_Strategy">Development Strategy</a><script data-card-contents-for-ri="525680" type="text/json">{"id":525680,"name":"Development Strategy","url":"https://www.academia.edu/Documents/in/Development_Strategy?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3194671]'), work: {"id":3194671,"title":"EXTERNAL FACTORS INFLUENCING ON INDUSTRIAL BUILDING SYSTEM (IBS) IN MALAYSIA","created_at":"2013-04-02T16:56:35.210-07:00","url":"https://www.academia.edu/3194671/EXTERNAL_FACTORS_INFLUENCING_ON_INDUSTRIAL_BUILDING_SYSTEM_IBS_IN_MALAYSIA?f_ri=93117","dom_id":"work_3194671","summary":"For the adoption of suitable strategies by any organization or individual, there is the need to understand the organizations' or individual's current status and position in relations to the external environment. A PEST (Political, Economic, Social and Technological) analysis is an environmental scanning division of strategic management. It can be used as a basis for future planning and strategic management. The application of PEST analysis helps a business to understand different macro-environmental factors that they need to take into consideration when determining the decline or growth of a particular market. In this study, PEST analysis has been conducted in order to investigate the important factors that are influencing the Industrial Building System (IBS) implementation in Malaysia. This analysis has been conducted to evaluate how attractive the IBS in Malaysia is and the factors that can help its development and improvement. Therefore, at first the PEST factors introduce the Political, Economic, Social and Technological factors. Then, the PEST factors which affect the implementation of the Industrial Building System (IBS) in Malaysia are addressed through the review of past research and interviews with experts. In the next step, the identified factors will be ranked and prioritized as a result of applying the average ranking method.","downloadable_attachments":[{"id":31077426,"asset_id":3194671,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":486777,"first_name":"Mohammad Ali","last_name":"Nekooie","domain_name":"utm-my","page_name":"MohammadAliNekooie","display_name":"Mohammad Ali Nekooie","profile_url":"https://utm-my.academia.edu/MohammadAliNekooie?f_ri=93117","photo":"https://0.academia-photos.com/486777/210737/246081/s65_mohammad_ali.nekooie.jpg"},{"id":141889,"first_name":"Roohollah","last_name":"Taherkhani","domain_name":"ikiu","page_name":"RoohollahTaherkhani","display_name":"Roohollah Taherkhani","profile_url":"https://ikiu.academia.edu/RoohollahTaherkhani?f_ri=93117","photo":"https://0.academia-photos.com/141889/37637/57240857/s65_roohollah.taherkhani.jpg"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=93117","nofollow":false},{"id":38251,"name":"Political Economics","url":"https://www.academia.edu/Documents/in/Political_Economics?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":525680,"name":"Development Strategy","url":"https://www.academia.edu/Documents/in/Development_Strategy?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15166441" data-work_id="15166441" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15166441/Improving_Long_Term_Strategic_Planning_An_Analysis_of_STEEPLE_Factors_Identified_in_Environmental_Scanning_Brainstorms">Improving Long-Term Strategic Planning: An Analysis of STEEPLE Factors Identified in Environmental Scanning Brainstorms</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Given an understanding of factors that drive change in a firm’s external environment is an important element of strategy development, some form of environmental scan to identify factors tends to be included. This paper presents findings... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15166441" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Given an understanding of factors that drive change in a firm’s external environment is an important element of strategy development, some form of environmental scan to identify factors tends to be included. This paper presents findings from an analysis of environmental scans conducted by 76 manufacturing firms. Firm’s senior decision makers brainstormed factors using the standard STEEPLE framework to prompt participants to consider social, technological, economic, ethical, political, legal, and environmental factors. <br />The first finding reveals that participants’ perspectives are dominated by events rather than trends. When the 886 responses were categorized as events, trends, requirements or uncertainties, over 70% of responses related to events. This finding is significant for advocates of systems thinking in strategy, and in addition the finding may provide quantitative evidence of cognitive bias in scanning. <br />Second, the brainstorms were found to vary significantly across two key dimensions: the breadth of factors identified within STEEPLE categories, and the number of factors identified in the most distant future time-period. Four brainstorm archetypes are suggested, and while the validity of the archetypes is subject to ongoing research work, the finding could aid workshop facilitators to tailor their approach to future scans.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15166441" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ef47127c147c0de7be47678280758eb4" rel="nofollow" data-download="{"attachment_id":38564778,"asset_id":15166441,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38564778/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2192372" href="https://cambridge.academia.edu/ElliottMore">Elliott More</a><script data-card-contents-for-user="2192372" type="text/json">{"id":2192372,"first_name":"Elliott","last_name":"More","domain_name":"cambridge","page_name":"ElliottMore","display_name":"Elliott More","profile_url":"https://cambridge.academia.edu/ElliottMore?f_ri=93117","photo":"https://0.academia-photos.com/2192372/2133513/5745412/s65_elliott.more.jpg"}</script></span></span></li><li class="js-paper-rank-work_15166441 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15166441"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15166441, container: ".js-paper-rank-work_15166441", }); });</script></li><li class="js-percentile-work_15166441 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 15166441; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_15166441"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_15166441 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="15166441"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 15166441; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=15166441]").text(description); $(".js-view-count-work_15166441").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_15166441").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="15166441"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="22254" href="https://www.academia.edu/Documents/in/Cognitive_Bias">Cognitive Bias</a>, <script data-card-contents-for-ri="22254" type="text/json">{"id":22254,"name":"Cognitive Bias","url":"https://www.academia.edu/Documents/in/Cognitive_Bias?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="50711" href="https://www.academia.edu/Documents/in/Risk_Analysis">Risk Analysis</a>, <script data-card-contents-for-ri="50711" type="text/json">{"id":50711,"name":"Risk Analysis","url":"https://www.academia.edu/Documents/in/Risk_Analysis?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="145935" href="https://www.academia.edu/Documents/in/Brainstorming">Brainstorming</a><script data-card-contents-for-ri="145935" type="text/json">{"id":145935,"name":"Brainstorming","url":"https://www.academia.edu/Documents/in/Brainstorming?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=15166441]'), work: {"id":15166441,"title":"Improving Long-Term Strategic Planning: An Analysis of STEEPLE Factors Identified in Environmental Scanning Brainstorms","created_at":"2015-08-25T03:54:34.592-07:00","url":"https://www.academia.edu/15166441/Improving_Long_Term_Strategic_Planning_An_Analysis_of_STEEPLE_Factors_Identified_in_Environmental_Scanning_Brainstorms?f_ri=93117","dom_id":"work_15166441","summary":"Given an understanding of factors that drive change in a firm’s external environment is an important element of strategy development, some form of environmental scan to identify factors tends to be included. This paper presents findings from an analysis of environmental scans conducted by 76 manufacturing firms. Firm’s senior decision makers brainstormed factors using the standard STEEPLE framework to prompt participants to consider social, technological, economic, ethical, political, legal, and environmental factors.\r\nThe first finding reveals that participants’ perspectives are dominated by events rather than trends. When the 886 responses were categorized as events, trends, requirements or uncertainties, over 70% of responses related to events. This finding is significant for advocates of systems thinking in strategy, and in addition the finding may provide quantitative evidence of cognitive bias in scanning.\r\nSecond, the brainstorms were found to vary significantly across two key dimensions: the breadth of factors identified within STEEPLE categories, and the number of factors identified in the most distant future time-period. Four brainstorm archetypes are suggested, and while the validity of the archetypes is subject to ongoing research work, the finding could aid workshop facilitators to tailor their approach to future scans.","downloadable_attachments":[{"id":38564778,"asset_id":15166441,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2192372,"first_name":"Elliott","last_name":"More","domain_name":"cambridge","page_name":"ElliottMore","display_name":"Elliott More","profile_url":"https://cambridge.academia.edu/ElliottMore?f_ri=93117","photo":"https://0.academia-photos.com/2192372/2133513/5745412/s65_elliott.more.jpg"}],"research_interests":[{"id":22254,"name":"Cognitive Bias","url":"https://www.academia.edu/Documents/in/Cognitive_Bias?f_ri=93117","nofollow":false},{"id":50711,"name":"Risk Analysis","url":"https://www.academia.edu/Documents/in/Risk_Analysis?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":145935,"name":"Brainstorming","url":"https://www.academia.edu/Documents/in/Brainstorming?f_ri=93117","nofollow":false},{"id":192721,"name":"Risk factors","url":"https://www.academia.edu/Documents/in/Risk_factors?f_ri=93117"},{"id":207124,"name":"External Environment Factors","url":"https://www.academia.edu/Documents/in/External_Environment_Factors?f_ri=93117"},{"id":837669,"name":"Pest Risk Analysis","url":"https://www.academia.edu/Documents/in/Pest_Risk_Analysis?f_ri=93117"},{"id":922619,"name":"PESTEL Analysis","url":"https://www.academia.edu/Documents/in/PESTEL_Analysis?f_ri=93117"},{"id":1628956,"name":"STEEPLE Analysis","url":"https://www.academia.edu/Documents/in/STEEPLE_Analysis?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_49088138" data-work_id="49088138" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/49088138/WEAK_SIGNALS_EARLY_WARNINGS_OF_WHAT_IS_COMING">WEAK SIGNALS: EARLY WARNINGS OF WHAT IS COMING</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Igor Ansoff was one of the first authors to put in the agenda of strategic management the concepts of turbulence and uncertainty in the firm’s environment, defending the use of information of the type of Weak Signals as mechanisms or... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_49088138" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Igor Ansoff was one of the first authors to put in the agenda of strategic management the concepts of turbulence and uncertainty in the firm’s environment, defending the use of information of the type of Weak Signals as mechanisms or instruments capable to help anticipating future events.<br />In this article we explore the research foundation of Weak Signals and the definitions and features of the concept.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/49088138" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8004fcc7c4fdbc7ea3d8719943c45e38" rel="nofollow" data-download="{"attachment_id":67483691,"asset_id":49088138,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/67483691/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="131109111" href="https://ulisboa.academia.edu/PauloSoeiroCarvalho">Paulo Soeiro Carvalho</a><script data-card-contents-for-user="131109111" type="text/json">{"id":131109111,"first_name":"Paulo","last_name":"Soeiro Carvalho","domain_name":"ulisboa","page_name":"PauloSoeiroCarvalho","display_name":"Paulo Soeiro Carvalho","profile_url":"https://ulisboa.academia.edu/PauloSoeiroCarvalho?f_ri=93117","photo":"https://0.academia-photos.com/131109111/52125183/40224263/s65_paulo.soeiro_carvalho.jpg"}</script></span></span></li><li class="js-paper-rank-work_49088138 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="49088138"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 49088138, container: ".js-paper-rank-work_49088138", }); });</script></li><li class="js-percentile-work_49088138 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 49088138; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_49088138"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_49088138 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="49088138"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 49088138; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=49088138]").text(description); $(".js-view-count-work_49088138").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_49088138").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="49088138"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2674" href="https://www.academia.edu/Documents/in/Intelligence">Intelligence</a>, <script data-card-contents-for-ri="2674" type="text/json">{"id":2674,"name":"Intelligence","url":"https://www.academia.edu/Documents/in/Intelligence?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2878" href="https://www.academia.edu/Documents/in/Collective_Intelligence">Collective Intelligence</a>, <script data-card-contents-for-ri="2878" type="text/json">{"id":2878,"name":"Collective Intelligence","url":"https://www.academia.edu/Documents/in/Collective_Intelligence?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5725" href="https://www.academia.edu/Documents/in/Competitive_Intelligence">Competitive Intelligence</a>, <script data-card-contents-for-ri="5725" type="text/json">{"id":5725,"name":"Competitive Intelligence","url":"https://www.academia.edu/Documents/in/Competitive_Intelligence?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="62208" href="https://www.academia.edu/Documents/in/Early_Warning">Early Warning</a><script data-card-contents-for-ri="62208" type="text/json">{"id":62208,"name":"Early Warning","url":"https://www.academia.edu/Documents/in/Early_Warning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=49088138]'), work: {"id":49088138,"title":"WEAK SIGNALS: EARLY WARNINGS OF WHAT IS COMING","created_at":"2021-06-01T09:11:27.407-07:00","url":"https://www.academia.edu/49088138/WEAK_SIGNALS_EARLY_WARNINGS_OF_WHAT_IS_COMING?f_ri=93117","dom_id":"work_49088138","summary":"Igor Ansoff was one of the first authors to put in the agenda of strategic management the concepts of turbulence and uncertainty in the firm’s environment, defending the use of information of the type of Weak Signals as mechanisms or instruments capable to help anticipating future events.\nIn this article we explore the research foundation of Weak Signals and the definitions and features of the concept. ","downloadable_attachments":[{"id":67483691,"asset_id":49088138,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":131109111,"first_name":"Paulo","last_name":"Soeiro Carvalho","domain_name":"ulisboa","page_name":"PauloSoeiroCarvalho","display_name":"Paulo Soeiro Carvalho","profile_url":"https://ulisboa.academia.edu/PauloSoeiroCarvalho?f_ri=93117","photo":"https://0.academia-photos.com/131109111/52125183/40224263/s65_paulo.soeiro_carvalho.jpg"}],"research_interests":[{"id":2674,"name":"Intelligence","url":"https://www.academia.edu/Documents/in/Intelligence?f_ri=93117","nofollow":false},{"id":2878,"name":"Collective Intelligence","url":"https://www.academia.edu/Documents/in/Collective_Intelligence?f_ri=93117","nofollow":false},{"id":5725,"name":"Competitive Intelligence","url":"https://www.academia.edu/Documents/in/Competitive_Intelligence?f_ri=93117","nofollow":false},{"id":62208,"name":"Early Warning","url":"https://www.academia.edu/Documents/in/Early_Warning?f_ri=93117","nofollow":false},{"id":77981,"name":"Early Warning System","url":"https://www.academia.edu/Documents/in/Early_Warning_System?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":550484,"name":"Weak Signals","url":"https://www.academia.edu/Documents/in/Weak_Signals?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30963076" data-work_id="30963076" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/30963076/Information_warfare_as_future_South_African_national_security_threat">Information warfare as future South African national security threat</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Information warfare is an emerging threat which is developing into a significant future global security challenge, especially as the relationship between information and power is strengthened. Rianne van Vuuren used the emerging... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_30963076" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Information warfare is an emerging threat which is developing into a significant future global security challenge, especially as the relationship between information and power is strengthened. Rianne van Vuuren used the emerging discipline of futures studies to generate foresight about the manifestation of information warfare in the 2030s as an upcoming national security threat. The four scenarios developed provide plausible futures which offer early warning insights on the manifestation of information warfare as a national security threat confronting South Africa during the 2030s. Polarisation poses a significant future risk in terms of leveraging information warfare as a national security threat.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30963076" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="371ead657f5406698c87d9a411983684" rel="nofollow" data-download="{"attachment_id":51395338,"asset_id":30963076,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51395338/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="32455971" href="https://independent.academia.edu/RiannevanVuuren">Rianne van Vuuren</a><script data-card-contents-for-user="32455971" type="text/json">{"id":32455971,"first_name":"Rianne","last_name":"van Vuuren","domain_name":"independent","page_name":"RiannevanVuuren","display_name":"Rianne van Vuuren","profile_url":"https://independent.academia.edu/RiannevanVuuren?f_ri=93117","photo":"https://0.academia-photos.com/32455971/10067086/11230846/s65_rianne.van_vuuren.jpg_oh_3f45243dc60ab653b469fd1d62664ce1_oe_566b9ffa___gda___1449843016_6ae4c92c7e6277e2727230b63303d005"}</script></span></span></li><li class="js-paper-rank-work_30963076 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30963076"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30963076, container: ".js-paper-rank-work_30963076", }); });</script></li><li class="js-percentile-work_30963076 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 30963076; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_30963076"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_30963076 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="30963076"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 30963076; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=30963076]").text(description); $(".js-view-count-work_30963076").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_30963076").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="30963076"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4810" href="https://www.academia.edu/Documents/in/Information_Warfare">Information Warfare</a>, <script data-card-contents-for-ri="4810" type="text/json">{"id":4810,"name":"Information Warfare","url":"https://www.academia.edu/Documents/in/Information_Warfare?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="18289" href="https://www.academia.edu/Documents/in/Scenario_planning">Scenario planning</a>, <script data-card-contents-for-ri="18289" type="text/json">{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="36260" href="https://www.academia.edu/Documents/in/Futures_Studies_and_Foresight">Futures Studies and Foresight</a>, <script data-card-contents-for-ri="36260" type="text/json">{"id":36260,"name":"Futures Studies and Foresight","url":"https://www.academia.edu/Documents/in/Futures_Studies_and_Foresight?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30963076]'), work: {"id":30963076,"title":"Information warfare as future South African national security threat","created_at":"2017-01-17T09:51:38.579-08:00","url":"https://www.academia.edu/30963076/Information_warfare_as_future_South_African_national_security_threat?f_ri=93117","dom_id":"work_30963076","summary":"Information warfare is an emerging threat which is developing into a significant future global security challenge, especially as the relationship between information and power is strengthened. Rianne van Vuuren used the emerging discipline of futures studies to generate foresight about the manifestation of information warfare in the 2030s as an upcoming national security threat. The four scenarios developed provide plausible futures which offer early warning insights on the manifestation of information warfare as a national security threat confronting South Africa during the 2030s. Polarisation poses a significant future risk in terms of leveraging information warfare as a national security threat.","downloadable_attachments":[{"id":51395338,"asset_id":30963076,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":32455971,"first_name":"Rianne","last_name":"van Vuuren","domain_name":"independent","page_name":"RiannevanVuuren","display_name":"Rianne van Vuuren","profile_url":"https://independent.academia.edu/RiannevanVuuren?f_ri=93117","photo":"https://0.academia-photos.com/32455971/10067086/11230846/s65_rianne.van_vuuren.jpg_oh_3f45243dc60ab653b469fd1d62664ce1_oe_566b9ffa___gda___1449843016_6ae4c92c7e6277e2727230b63303d005"}],"research_interests":[{"id":4810,"name":"Information Warfare","url":"https://www.academia.edu/Documents/in/Information_Warfare?f_ri=93117","nofollow":false},{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=93117","nofollow":false},{"id":36260,"name":"Futures Studies and Foresight","url":"https://www.academia.edu/Documents/in/Futures_Studies_and_Foresight?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":968405,"name":"Causal Layered Analysis","url":"https://www.academia.edu/Documents/in/Causal_Layered_Analysis?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7868438" data-work_id="7868438" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7868438/International_Strategic_Workforce_Planning_Case_Study">International Strategic Workforce Planning Case Study</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7868438" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c8f7b6c1b2b14870680a842127763fbf" rel="nofollow" data-download="{"attachment_id":34359370,"asset_id":7868438,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/34359370/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="7286729" href="https://uphoenix.academia.edu/ErenneColeman">E. Nicole Coleman</a><script data-card-contents-for-user="7286729" type="text/json">{"id":7286729,"first_name":"E. Nicole","last_name":"Coleman","domain_name":"uphoenix","page_name":"ErenneColeman","display_name":"E. Nicole Coleman","profile_url":"https://uphoenix.academia.edu/ErenneColeman?f_ri=93117","photo":"https://0.academia-photos.com/7286729/2703079/35528563/s65_erenne.tinsley.jpg"}</script></span></span></li><li class="js-paper-rank-work_7868438 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="7868438"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 7868438, container: ".js-paper-rank-work_7868438", }); });</script></li><li class="js-percentile-work_7868438 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 7868438; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_7868438"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_7868438 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="7868438"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 7868438; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=7868438]").text(description); $(".js-view-count-work_7868438").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_7868438").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="7868438"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">16</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="32" href="https://www.academia.edu/Documents/in/Organizational_Behavior">Organizational Behavior</a>, <script data-card-contents-for-ri="32" type="text/json">{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1074" href="https://www.academia.edu/Documents/in/Organizational_Theory">Organizational Theory</a>, <script data-card-contents-for-ri="1074" type="text/json">{"id":1074,"name":"Organizational Theory","url":"https://www.academia.edu/Documents/in/Organizational_Theory?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1324" href="https://www.academia.edu/Documents/in/Organizational_Change">Organizational Change</a>, <script data-card-contents-for-ri="1324" type="text/json">{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3248" href="https://www.academia.edu/Documents/in/Constructivism">Constructivism</a><script data-card-contents-for-ri="3248" type="text/json">{"id":3248,"name":"Constructivism","url":"https://www.academia.edu/Documents/in/Constructivism?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=7868438]'), work: {"id":7868438,"title":"International Strategic Workforce Planning Case Study","created_at":"2014-08-04T05:36:53.576-07:00","url":"https://www.academia.edu/7868438/International_Strategic_Workforce_Planning_Case_Study?f_ri=93117","dom_id":"work_7868438","summary":null,"downloadable_attachments":[{"id":34359370,"asset_id":7868438,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":7286729,"first_name":"E. Nicole","last_name":"Coleman","domain_name":"uphoenix","page_name":"ErenneColeman","display_name":"E. Nicole Coleman","profile_url":"https://uphoenix.academia.edu/ErenneColeman?f_ri=93117","photo":"https://0.academia-photos.com/7286729/2703079/35528563/s65_erenne.tinsley.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=93117","nofollow":false},{"id":1074,"name":"Organizational Theory","url":"https://www.academia.edu/Documents/in/Organizational_Theory?f_ri=93117","nofollow":false},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=93117","nofollow":false},{"id":3248,"name":"Constructivism","url":"https://www.academia.edu/Documents/in/Constructivism?f_ri=93117","nofollow":false},{"id":3345,"name":"International organizations","url":"https://www.academia.edu/Documents/in/International_organizations?f_ri=93117"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=93117"},{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=93117"},{"id":9060,"name":"Strategic Human Resource Management","url":"https://www.academia.edu/Documents/in/Strategic_Human_Resource_Management?f_ri=93117"},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=93117"},{"id":46271,"name":"Strategy","url":"https://www.academia.edu/Documents/in/Strategy?f_ri=93117"},{"id":46435,"name":"Workforce Development","url":"https://www.academia.edu/Documents/in/Workforce_Development?f_ri=93117"},{"id":53605,"name":"Workforce Planning","url":"https://www.academia.edu/Documents/in/Workforce_Planning?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":405414,"name":"Addie instructional design mode","url":"https://www.academia.edu/Documents/in/Addie_instructional_design_mode?f_ri=93117"},{"id":508308,"name":"Workforce Succession Planning","url":"https://www.academia.edu/Documents/in/Workforce_Succession_Planning?f_ri=93117"},{"id":599714,"name":"Organizational Planning and Strategy","url":"https://www.academia.edu/Documents/in/Organizational_Planning_and_Strategy?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_414808" data-work_id="414808" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/414808/Environmental_Scanning_and_Investment_Decision_Quality_Information_Processing_Perspective">Environmental Scanning and Investment Decision Quality: Information Processing Perspective</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/414808" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="811106b15959866713a0ec6e8212a439" rel="nofollow" data-download="{"attachment_id":3436463,"asset_id":414808,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/3436463/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="311438" href="https://universitimalaysiakelantan.academia.edu/NikMaheran">Nik Maheran</a><script data-card-contents-for-user="311438" type="text/json">{"id":311438,"first_name":"Nik","last_name":"Maheran","domain_name":"universitimalaysiakelantan","page_name":"NikMaheran","display_name":"Nik Maheran","profile_url":"https://universitimalaysiakelantan.academia.edu/NikMaheran?f_ri=93117","photo":"https://0.academia-photos.com/311438/76899/83736/s65_nik.maheran.jpg"}</script></span></span></li><li class="js-paper-rank-work_414808 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="414808"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 414808, container: ".js-paper-rank-work_414808", }); });</script></li><li class="js-percentile-work_414808 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 414808; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_414808"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_414808 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="414808"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 414808; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=414808]").text(description); $(".js-view-count-work_414808").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_414808").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="414808"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a>, <script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="36837" href="https://www.academia.edu/Documents/in/Information_Processing">Information Processing</a><script data-card-contents-for-ri="36837" type="text/json">{"id":36837,"name":"Information Processing","url":"https://www.academia.edu/Documents/in/Information_Processing?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=414808]'), work: {"id":414808,"title":"Environmental Scanning and Investment Decision Quality: Information Processing 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Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=93117","nofollow":false},{"id":36837,"name":"Information Processing","url":"https://www.academia.edu/Documents/in/Information_Processing?f_ri=93117","nofollow":false},{"id":51267,"name":"Corporate Strategy","url":"https://www.academia.edu/Documents/in/Corporate_Strategy?f_ri=93117"},{"id":60585,"name":"Factor analysis","url":"https://www.academia.edu/Documents/in/Factor_analysis?f_ri=93117"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":123230,"name":"Regression Analysis","url":"https://www.academia.edu/Documents/in/Regression_Analysis?f_ri=93117"},{"id":159687,"name":"Design Methodology","url":"https://www.academia.edu/Documents/in/Design_Methodology?f_ri=93117"},{"id":404000,"name":"Cross Section","url":"https://www.academia.edu/Documents/in/Cross_Section?f_ri=93117"},{"id":650921,"name":"Unit of Analysis","url":"https://www.academia.edu/Documents/in/Unit_of_Analysis?f_ri=93117"},{"id":764415,"name":"Investment Decision","url":"https://www.academia.edu/Documents/in/Investment_Decision?f_ri=93117"},{"id":821516,"name":"Decision Maker","url":"https://www.academia.edu/Documents/in/Decision_Maker?f_ri=93117"},{"id":908760,"name":"Informing Science","url":"https://www.academia.edu/Documents/in/Informing_Science?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_8780750" data-work_id="8780750" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/8780750/Environmental_Scanning_and_Scenario_Planning_A_12_month_Perspective_on_Applying_the_Viable_Systems_Model_to_Developing_Public_Sector_Foresight">Environmental Scanning and Scenario Planning: A 12 month Perspective on Applying the Viable Systems Model to Developing Public Sector Foresight</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">An environmental scan project is outlined and discussed using the viable systems model (VSM). A participant/observer perspective applied futures thinking, systems practice, scenario orientated narratives and risk assessment frameworks to... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_8780750" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">An environmental scan project is outlined and discussed using the viable systems model (VSM). A participant/observer perspective applied futures thinking, systems practice, scenario orientated narratives and risk assessment frameworks to an annual corporate planning process involving engagement and communication with senior public sector executives. Focus was given to improving foresight techniques through the innovative use of existing resources and skills. Results included additional work on scenario development, designing a decentralised “Development Directorate” network and evaluating complexity science sense-making techniques to enhance foresight capacity.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8780750" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="35d83be172b76f659752296b3028219f" rel="nofollow" data-download="{"attachment_id":48005696,"asset_id":8780750,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48005696/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="18942057" href="https://independent.academia.edu/RussellClemens">Russell Clemens</a><script data-card-contents-for-user="18942057" type="text/json">{"id":18942057,"first_name":"Russell","last_name":"Clemens","domain_name":"independent","page_name":"RussellClemens","display_name":"Russell Clemens","profile_url":"https://independent.academia.edu/RussellClemens?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_8780750 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8780750"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8780750, container: ".js-paper-rank-work_8780750", }); });</script></li><li class="js-percentile-work_8780750 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 8780750; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_8780750"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_8780750 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="8780750"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 8780750; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=8780750]").text(description); $(".js-view-count-work_8780750").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_8780750").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="8780750"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">19</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="1716" href="https://www.academia.edu/Documents/in/Action_Research">Action Research</a>, <script data-card-contents-for-ri="1716" type="text/json">{"id":1716,"name":"Action Research","url":"https://www.academia.edu/Documents/in/Action_Research?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4728" href="https://www.academia.edu/Documents/in/Systems_Thinking">Systems Thinking</a>, <script data-card-contents-for-ri="4728" type="text/json">{"id":4728,"name":"Systems Thinking","url":"https://www.academia.edu/Documents/in/Systems_Thinking?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5167" href="https://www.academia.edu/Documents/in/Governance">Governance</a>, <script data-card-contents-for-ri="5167" type="text/json">{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9771" href="https://www.academia.edu/Documents/in/Foresight">Foresight</a><script data-card-contents-for-ri="9771" type="text/json">{"id":9771,"name":"Foresight","url":"https://www.academia.edu/Documents/in/Foresight?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=8780750]'), work: {"id":8780750,"title":"Environmental Scanning and Scenario Planning: A 12 month Perspective on Applying the Viable Systems Model to Developing Public Sector Foresight","created_at":"2014-10-14T16:48:03.968-07:00","url":"https://www.academia.edu/8780750/Environmental_Scanning_and_Scenario_Planning_A_12_month_Perspective_on_Applying_the_Viable_Systems_Model_to_Developing_Public_Sector_Foresight?f_ri=93117","dom_id":"work_8780750","summary":"An environmental scan project is outlined and discussed using the viable systems model (VSM). A participant/observer perspective applied futures thinking, systems practice, scenario orientated narratives and risk assessment frameworks to an annual corporate planning process involving engagement and communication with senior public sector executives. Focus was given to improving foresight techniques through the innovative use of existing resources and skills. Results included additional work on scenario development, designing a decentralised “Development Directorate” network and evaluating complexity science sense-making techniques to enhance foresight capacity.","downloadable_attachments":[{"id":48005696,"asset_id":8780750,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":18942057,"first_name":"Russell","last_name":"Clemens","domain_name":"independent","page_name":"RussellClemens","display_name":"Russell Clemens","profile_url":"https://independent.academia.edu/RussellClemens?f_ri=93117","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":1716,"name":"Action Research","url":"https://www.academia.edu/Documents/in/Action_Research?f_ri=93117","nofollow":false},{"id":4728,"name":"Systems Thinking","url":"https://www.academia.edu/Documents/in/Systems_Thinking?f_ri=93117","nofollow":false},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=93117","nofollow":false},{"id":9771,"name":"Foresight","url":"https://www.academia.edu/Documents/in/Foresight?f_ri=93117","nofollow":false},{"id":10722,"name":"Policy Development","url":"https://www.academia.edu/Documents/in/Policy_Development?f_ri=93117"},{"id":11697,"name":"Soft Systems Methodology","url":"https://www.academia.edu/Documents/in/Soft_Systems_Methodology?f_ri=93117"},{"id":16457,"name":"Public sector","url":"https://www.academia.edu/Documents/in/Public_sector?f_ri=93117"},{"id":16664,"name":"Risk assessment","url":"https://www.academia.edu/Documents/in/Risk_assessment?f_ri=93117"},{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=93117"},{"id":35094,"name":"Viable System Model","url":"https://www.academia.edu/Documents/in/Viable_System_Model?f_ri=93117"},{"id":58054,"name":"Environmental Sciences","url":"https://www.academia.edu/Documents/in/Environmental_Sciences?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":96047,"name":"Case Study","url":"https://www.academia.edu/Documents/in/Case_Study?f_ri=93117"},{"id":185127,"name":"Sense Making","url":"https://www.academia.edu/Documents/in/Sense_Making?f_ri=93117"},{"id":251886,"name":"Participant Observation","url":"https://www.academia.edu/Documents/in/Participant_Observation?f_ri=93117"},{"id":333960,"name":"Sustainable Management","url":"https://www.academia.edu/Documents/in/Sustainable_Management?f_ri=93117"},{"id":622589,"name":"Risk Assessment","url":"https://www.academia.edu/Documents/in/Risk_Assessment-2?f_ri=93117"},{"id":1208617,"name":"Sustainability","url":"https://www.academia.edu/Documents/in/Sustainability?f_ri=93117"},{"id":1715976,"name":"Soft System Methodology","url":"https://www.academia.edu/Documents/in/Soft_System_Methodology?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_26688526" data-work_id="26688526" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/26688526/Measuring_organizational_learning_capability_in_Indian_managers_and_establishing_firm_performance_linkage_An_empirical_analysis">Measuring organizational learning capability in Indian managers and establishing firm performance linkage: An empirical analysis</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose -The purpose of this research is to measure Organizational Learning Capability (OLC) perception in the managers of public, private and multinational organizations and establish the link between OLC and firm performance.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_26688526" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose -The purpose of this research is to measure Organizational Learning Capability (OLC) perception in the managers of public, private and multinational organizations and establish the link between OLC and firm performance. Design/methodology/approach -The data were collected from a sample of 612 managers randomly drawn from Indian industry, using a questionnaire survey. Findings -Organizational capability perception for the managers of the IT sector and of multinational firms was the highest, while it was lowest for the engineering sector. Mixed results were found for the market indicators of firm performance, i.e. firm's financial turnover and firm's profit as predictors of OLC in Indian organizations, where financial turnover was predicting organizational learning capability.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/26688526" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8e9987080c92bca59b981e57e0045817" rel="nofollow" data-download="{"attachment_id":46970434,"asset_id":26688526,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46970434/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="41116609" href="https://independent.academia.edu/JyotsnaBhatnagar">Jyotsna Bhatnagar</a><script data-card-contents-for-user="41116609" type="text/json">{"id":41116609,"first_name":"Jyotsna","last_name":"Bhatnagar","domain_name":"independent","page_name":"JyotsnaBhatnagar","display_name":"Jyotsna Bhatnagar","profile_url":"https://independent.academia.edu/JyotsnaBhatnagar?f_ri=93117","photo":"https://0.academia-photos.com/41116609/14787149/15589360/s65_jyotsna.bhatnagar.jpg"}</script></span></span></li><li class="js-paper-rank-work_26688526 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="26688526"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 26688526, container: ".js-paper-rank-work_26688526", }); });</script></li><li class="js-percentile-work_26688526 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 26688526; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_26688526"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_26688526 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="26688526"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 26688526; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=26688526]").text(description); $(".js-view-count-work_26688526").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_26688526").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="26688526"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">13</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="2347" href="https://www.academia.edu/Documents/in/Organizational_Learning">Organizational Learning</a>, <script data-card-contents-for-ri="2347" type="text/json">{"id":2347,"name":"Organizational Learning","url":"https://www.academia.edu/Documents/in/Organizational_Learning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39900" href="https://www.academia.edu/Documents/in/Firm_Performance">Firm Performance</a>, <script data-card-contents-for-ri="39900" type="text/json">{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="43318" href="https://www.academia.edu/Documents/in/Competitive_advantage">Competitive advantage</a>, <script data-card-contents-for-ri="43318" type="text/json">{"id":43318,"name":"Competitive advantage","url":"https://www.academia.edu/Documents/in/Competitive_advantage?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=26688526]'), work: {"id":26688526,"title":"Measuring organizational learning capability in Indian managers and establishing firm performance linkage: An empirical analysis","created_at":"2016-07-03T00:09:40.267-07:00","url":"https://www.academia.edu/26688526/Measuring_organizational_learning_capability_in_Indian_managers_and_establishing_firm_performance_linkage_An_empirical_analysis?f_ri=93117","dom_id":"work_26688526","summary":"Purpose -The purpose of this research is to measure Organizational Learning Capability (OLC) perception in the managers of public, private and multinational organizations and establish the link between OLC and firm performance. Design/methodology/approach -The data were collected from a sample of 612 managers randomly drawn from Indian industry, using a questionnaire survey. Findings -Organizational capability perception for the managers of the IT sector and of multinational firms was the highest, while it was lowest for the engineering sector. Mixed results were found for the market indicators of firm performance, i.e. firm's financial turnover and firm's profit as predictors of OLC in Indian organizations, where financial turnover was predicting organizational learning capability.","downloadable_attachments":[{"id":46970434,"asset_id":26688526,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":41116609,"first_name":"Jyotsna","last_name":"Bhatnagar","domain_name":"independent","page_name":"JyotsnaBhatnagar","display_name":"Jyotsna Bhatnagar","profile_url":"https://independent.academia.edu/JyotsnaBhatnagar?f_ri=93117","photo":"https://0.academia-photos.com/41116609/14787149/15589360/s65_jyotsna.bhatnagar.jpg"}],"research_interests":[{"id":2347,"name":"Organizational Learning","url":"https://www.academia.edu/Documents/in/Organizational_Learning?f_ri=93117","nofollow":false},{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=93117","nofollow":false},{"id":43318,"name":"Competitive advantage","url":"https://www.academia.edu/Documents/in/Competitive_advantage?f_ri=93117","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":96543,"name":"Learning Organization","url":"https://www.academia.edu/Documents/in/Learning_Organization?f_ri=93117"},{"id":121035,"name":"Profitability","url":"https://www.academia.edu/Documents/in/Profitability?f_ri=93117"},{"id":142311,"name":"Research Paper","url":"https://www.academia.edu/Documents/in/Research_Paper?f_ri=93117"},{"id":159687,"name":"Design Methodology","url":"https://www.academia.edu/Documents/in/Design_Methodology?f_ri=93117"},{"id":452510,"name":"Company Performance","url":"https://www.academia.edu/Documents/in/Company_Performance?f_ri=93117"},{"id":640868,"name":"Management Strategy","url":"https://www.academia.edu/Documents/in/Management_Strategy?f_ri=93117"},{"id":993329,"name":"Empirical Analysis","url":"https://www.academia.edu/Documents/in/Empirical_Analysis?f_ri=93117"},{"id":1457067,"name":"Questionnaire Survey","url":"https://www.academia.edu/Documents/in/Questionnaire_Survey?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1370826" data-work_id="1370826" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/1370826/Travel_agency_threats_and_opportunities_the_perspective_of_successful_owners">Travel agency threats and opportunities: the perspective of successful owners.</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In-dep th interviews with 19 owne rs of exceptionally successful US-based conventional travel agencies revealed negative public perceptions of travel agencies to be the m ain extern al th reat facing the se ctor. Mispla ced f aith in Inte... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1370826" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In-dep th interviews with 19 owne rs of exceptionally successful US-based conventional travel agencies revealed negative public perceptions of travel agencies to be the m ain extern al th reat facing the se ctor. Mispla ced f aith in Inte rnet-based cybermediaries, unqualif ied travel agents, nega tive m ass media coverage and failure to attract young entrants were constituent sub-th emes. Public outreach was identified as the main opportunity to counter these perceptions, with inherent interest in travel and the need for geographical awareness revealed as sub-themes. Other threats were unfavorable relations with som e vendor s, and geopolitical and ec onomic uncertainty. Other opportunities were niche products and m arkets, Internet t echnologies, and consolidation and reduced competition.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1370826" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b9ea89587f82b9eaadc923fa4aebcecb" rel="nofollow" data-download="{"attachment_id":30918685,"asset_id":1370826,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30918685/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1197218" href="https://gnto.academia.edu/XeniGerna">Xeni Gerna</a><script data-card-contents-for-user="1197218" type="text/json">{"id":1197218,"first_name":"Xeni","last_name":"Gerna","domain_name":"gnto","page_name":"XeniGerna","display_name":"Xeni Gerna","profile_url":"https://gnto.academia.edu/XeniGerna?f_ri=93117","photo":"https://0.academia-photos.com/1197218/429173/530743/s65_xeni.gerna.jpg"}</script></span></span></li><li class="js-paper-rank-work_1370826 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1370826"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1370826, container: ".js-paper-rank-work_1370826", }); });</script></li><li class="js-percentile-work_1370826 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 1370826; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_1370826"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_1370826 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="1370826"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 1370826; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=1370826]").text(description); $(".js-view-count-work_1370826").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_1370826").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="1370826"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="43883" href="https://www.academia.edu/Documents/in/Tourism">Tourism</a>, <script data-card-contents-for-ri="43883" type="text/json">{"id":43883,"name":"Tourism","url":"https://www.academia.edu/Documents/in/Tourism?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="45036" href="https://www.academia.edu/Documents/in/Mass_media">Mass media</a>, <script data-card-contents-for-ri="45036" type="text/json">{"id":45036,"name":"Mass media","url":"https://www.academia.edu/Documents/in/Mass_media?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="62436" href="https://www.academia.edu/Documents/in/Interviews">Interviews</a>, <script data-card-contents-for-ri="62436" type="text/json">{"id":62436,"name":"Interviews","url":"https://www.academia.edu/Documents/in/Interviews?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="70855" href="https://www.academia.edu/Documents/in/Interview">Interview</a><script data-card-contents-for-ri="70855" type="text/json">{"id":70855,"name":"Interview","url":"https://www.academia.edu/Documents/in/Interview?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=1370826]'), work: {"id":1370826,"title":"Travel agency threats and opportunities: the perspective of successful owners.","created_at":"2012-02-10T06:55:32.117-08:00","url":"https://www.academia.edu/1370826/Travel_agency_threats_and_opportunities_the_perspective_of_successful_owners?f_ri=93117","dom_id":"work_1370826","summary":"In-dep th interviews with 19 owne rs of exceptionally successful US-based conventional travel agencies revealed negative public perceptions of travel agencies to be the m ain extern al th reat facing the se ctor. Mispla ced f aith in Inte rnet-based cybermediaries, unqualif ied travel agents, nega tive m ass media coverage and failure to attract young entrants were constituent sub-th emes. Public outreach was identified as the main opportunity to counter these perceptions, with inherent interest in travel and the need for geographical awareness revealed as sub-themes. Other threats were unfavorable relations with som e vendor s, and geopolitical and ec onomic uncertainty. Other opportunities were niche products and m arkets, Internet t echnologies, and consolidation and reduced competition.","downloadable_attachments":[{"id":30918685,"asset_id":1370826,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1197218,"first_name":"Xeni","last_name":"Gerna","domain_name":"gnto","page_name":"XeniGerna","display_name":"Xeni Gerna","profile_url":"https://gnto.academia.edu/XeniGerna?f_ri=93117","photo":"https://0.academia-photos.com/1197218/429173/530743/s65_xeni.gerna.jpg"}],"research_interests":[{"id":43883,"name":"Tourism","url":"https://www.academia.edu/Documents/in/Tourism?f_ri=93117","nofollow":false},{"id":45036,"name":"Mass media","url":"https://www.academia.edu/Documents/in/Mass_media?f_ri=93117","nofollow":false},{"id":62436,"name":"Interviews","url":"https://www.academia.edu/Documents/in/Interviews?f_ri=93117","nofollow":false},{"id":70855,"name":"Interview","url":"https://www.academia.edu/Documents/in/Interview?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":110724,"name":"Public Perception","url":"https://www.academia.edu/Documents/in/Public_Perception?f_ri=93117"},{"id":141975,"name":"Internet technology","url":"https://www.academia.edu/Documents/in/Internet_technology?f_ri=93117"},{"id":187534,"name":"SWOT analysis","url":"https://www.academia.edu/Documents/in/SWOT_analysis?f_ri=93117"},{"id":1191356,"name":"Internet","url":"https://www.academia.edu/Documents/in/Internet?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27475097" data-work_id="27475097" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27475097/Environmental_futures_research_experiences_approaches_and_opportunities_Gen_Tech_Rep_NRS_P_107_Newtown_Square_PA_U_S_Department_of_Agriculture_Forest_Service_Northern_Research_Station_79_p">Environmental futures research: experiences, approaches, and opportunities. Gen. Tech. Rep. NRS-P-107. Newtown Square, PA: U.S. Department of Agriculture, Forest Service, Northern Research Station. 79 p</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">These papers, presented in a special session at the International Symposium on Society and Resource Management in June 2011, explore the transdisciplinary fi eld of futures research and its application to long-range environmental... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27475097" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">These papers, presented in a special session at the International Symposium on Society and Resource Management in June 2011, explore the transdisciplinary fi eld of futures research and its application to long-range environmental analysis, planning, and policy. Futures research began in the post-World War II era and has emerged as a mature research fi eld. Although the future of complex social-ecological systems cannot be predicted, these papers show how futures research can offer perspectives and methods that help researchers, decisionmakers, and other stakeholders explore alternative futures and gain environmental foresight—insight that can inform decisionmaking on environmental challenges. One author points out that the study of the future can be thought of as the study of change. He discusses three types of futures: the expected future, a range of plausible alternatives, and the preferred future, which decisionmakers can shape depending on their choice of action. An example of t...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27475097" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1f76d19267d6695cd632f187c7f8f7d5" rel="nofollow" data-download="{"attachment_id":47732142,"asset_id":27475097,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47732142/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="36072936" href="https://independent.academia.edu/DavidBengston">David N Bengston</a><script data-card-contents-for-user="36072936" type="text/json">{"id":36072936,"first_name":"David","last_name":"Bengston","domain_name":"independent","page_name":"DavidBengston","display_name":"David N Bengston","profile_url":"https://independent.academia.edu/DavidBengston?f_ri=93117","photo":"https://0.academia-photos.com/36072936/13670877/14807743/s65_david.bengston.jpg"}</script></span></span></li><li class="js-paper-rank-work_27475097 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27475097"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27475097, container: ".js-paper-rank-work_27475097", }); });</script></li><li class="js-percentile-work_27475097 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 27475097; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_27475097"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_27475097 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="27475097"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 27475097; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=27475097]").text(description); $(".js-view-count-work_27475097").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27475097").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27475097"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3477" href="https://www.academia.edu/Documents/in/Strategic_Foresight">Strategic Foresight</a>, <script data-card-contents-for-ri="3477" type="text/json">{"id":3477,"name":"Strategic Foresight","url":"https://www.academia.edu/Documents/in/Strategic_Foresight?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8270" href="https://www.academia.edu/Documents/in/Forecasting">Forecasting</a>, <script data-card-contents-for-ri="8270" type="text/json">{"id":8270,"name":"Forecasting","url":"https://www.academia.edu/Documents/in/Forecasting?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27475097]'), work: {"id":27475097,"title":"Environmental futures research: experiences, approaches, and opportunities. Gen. Tech. Rep. NRS-P-107. Newtown Square, PA: U.S. Department of Agriculture, Forest Service, Northern Research Station. 79 p","created_at":"2016-08-02T11:14:09.850-07:00","url":"https://www.academia.edu/27475097/Environmental_futures_research_experiences_approaches_and_opportunities_Gen_Tech_Rep_NRS_P_107_Newtown_Square_PA_U_S_Department_of_Agriculture_Forest_Service_Northern_Research_Station_79_p?f_ri=93117","dom_id":"work_27475097","summary":"These papers, presented in a special session at the International Symposium on Society and Resource Management in June 2011, explore the transdisciplinary fi eld of futures research and its application to long-range environmental analysis, planning, and policy. Futures research began in the post-World War II era and has emerged as a mature research fi eld. Although the future of complex social-ecological systems cannot be predicted, these papers show how futures research can offer perspectives and methods that help researchers, decisionmakers, and other stakeholders explore alternative futures and gain environmental foresight—insight that can inform decisionmaking on environmental challenges. One author points out that the study of the future can be thought of as the study of change. He discusses three types of futures: the expected future, a range of plausible alternatives, and the preferred future, which decisionmakers can shape depending on their choice of action. An example of t...","downloadable_attachments":[{"id":47732142,"asset_id":27475097,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":36072936,"first_name":"David","last_name":"Bengston","domain_name":"independent","page_name":"DavidBengston","display_name":"David N Bengston","profile_url":"https://independent.academia.edu/DavidBengston?f_ri=93117","photo":"https://0.academia-photos.com/36072936/13670877/14807743/s65_david.bengston.jpg"}],"research_interests":[{"id":3477,"name":"Strategic Foresight","url":"https://www.academia.edu/Documents/in/Strategic_Foresight?f_ri=93117","nofollow":false},{"id":8270,"name":"Forecasting","url":"https://www.academia.edu/Documents/in/Forecasting?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_42091585 coauthored" data-work_id="42091585" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/42091585/Business_Environmental_Scanning_and_Ethics_Impact_on_Small_Scale_Enterprise_A_Case_Study_of_Las_Palmas_Restaurant">Business Environmental Scanning and Ethics Impact on Small Scale Enterprise: A Case Study of Las Palmas Restaurant</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Importance of environment scanning and ethics in the business world is superlative and global in its nature. The ethical action and environmental scanning of businesses in developing countries are highly linked with business performance.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_42091585" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Importance of environment scanning and ethics in the business world is superlative and global in its nature. The ethical action and environmental scanning of businesses in developing countries are highly linked with business performance. This study therefore evaluates the business environmental scanning and ethics impact on the performance of small-scale enterprises, Las Palmas Restaurant. The research approach used was exploratory. Primary data has been collected by using questionnaire, interview and focus group discussion to collect the desired data from managers and employees. The study has been conducted through a case study. As the target population of the study has been managers and employees. A Sample size of 40 is taken; the collected data analysis has been supported by Microsoft Excel 10. As result shows that business environmental scanning and ethics have positive effect on the performance of small scales.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/42091585" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6d7e2f3b1e5f41a1e11aedc0edbf0c38" rel="nofollow" data-download="{"attachment_id":62222226,"asset_id":42091585,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/62222226/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37769006" href="https://texilaconnect.academia.edu/TexilaInternationalJournal">Texila International Journal</a><script data-card-contents-for-user="37769006" type="text/json">{"id":37769006,"first_name":"Texila International","last_name":"Journal","domain_name":"texilaconnect","page_name":"TexilaInternationalJournal","display_name":"Texila International Journal","profile_url":"https://texilaconnect.academia.edu/TexilaInternationalJournal?f_ri=93117","photo":"https://0.academia-photos.com/37769006/15581072/16233473/s65_texila_international.journal.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-42091585">+1</span><div class="hidden js-additional-users-42091585"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://texilaconnect.academia.edu/emmanueloppong">emmanuel oppong</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-42091585'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-42091585').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_42091585 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="42091585"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 42091585, container: ".js-paper-rank-work_42091585", }); });</script></li><li class="js-percentile-work_42091585 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 42091585; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_42091585"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_42091585 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="42091585"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 42091585; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=42091585]").text(description); $(".js-view-count-work_42091585").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_42091585").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="42091585"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="814" href="https://www.academia.edu/Documents/in/Ethics">Ethics</a>, <script data-card-contents-for-ri="814" type="text/json">{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="296397" href="https://www.academia.edu/Documents/in/Business_performance">Business performance</a><script data-card-contents-for-ri="296397" type="text/json">{"id":296397,"name":"Business performance","url":"https://www.academia.edu/Documents/in/Business_performance?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=42091585]'), work: {"id":42091585,"title":"Business Environmental Scanning and Ethics Impact on Small Scale Enterprise: A Case Study of Las Palmas Restaurant","created_at":"2020-02-27T23:10:01.114-08:00","url":"https://www.academia.edu/42091585/Business_Environmental_Scanning_and_Ethics_Impact_on_Small_Scale_Enterprise_A_Case_Study_of_Las_Palmas_Restaurant?f_ri=93117","dom_id":"work_42091585","summary":"Importance of environment scanning and ethics in the business world is superlative and global in its nature. The ethical action and environmental scanning of businesses in developing countries are highly linked with business performance. This study therefore evaluates the business environmental scanning and ethics impact on the performance of small-scale enterprises, Las Palmas Restaurant. The research approach used was exploratory. Primary data has been collected by using questionnaire, interview and focus group discussion to collect the desired data from managers and employees. The study has been conducted through a case study. As the target population of the study has been managers and employees. A Sample size of 40 is taken; the collected data analysis has been supported by Microsoft Excel 10. As result shows that business environmental scanning and ethics have positive effect on the performance of small scales.","downloadable_attachments":[{"id":62222226,"asset_id":42091585,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":37769006,"first_name":"Texila International","last_name":"Journal","domain_name":"texilaconnect","page_name":"TexilaInternationalJournal","display_name":"Texila International Journal","profile_url":"https://texilaconnect.academia.edu/TexilaInternationalJournal?f_ri=93117","photo":"https://0.academia-photos.com/37769006/15581072/16233473/s65_texila_international.journal.png"},{"id":148163743,"first_name":"emmanuel","last_name":"oppong","domain_name":"texilaconnect","page_name":"emmanueloppong","display_name":"emmanuel oppong","profile_url":"https://texilaconnect.academia.edu/emmanueloppong?f_ri=93117","photo":"https://0.academia-photos.com/148163743/45733972/35567776/s65_emmanuel.oppong.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=93117","nofollow":false},{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":296397,"name":"Business performance","url":"https://www.academia.edu/Documents/in/Business_performance?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_8583995" data-work_id="8583995" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/8583995/A_Community_Based_Participatory_Approach_to_Youth_Development_and_School_Climate_Change_The_Alignment_Enhanced_Services_Project">A Community-Based Participatory Approach to Youth Development and School Climate Change: The Alignment Enhanced Services Project</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8583995" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0af5f583fe7e183bc01cc5f9a838551f" rel="nofollow" data-download="{"attachment_id":34952728,"asset_id":8583995,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/34952728/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="17726954" href="https://uthsc.academia.edu/PaulJuarez">Paul Juarez</a><script data-card-contents-for-user="17726954" type="text/json">{"id":17726954,"first_name":"Paul","last_name":"Juarez","domain_name":"uthsc","page_name":"PaulJuarez","display_name":"Paul Juarez","profile_url":"https://uthsc.academia.edu/PaulJuarez?f_ri=93117","photo":"https://0.academia-photos.com/17726954/19924331/19727956/s65_paul.juarez.jpg"}</script></span></span></li><li class="js-paper-rank-work_8583995 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8583995"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8583995, container: ".js-paper-rank-work_8583995", }); });</script></li><li class="js-percentile-work_8583995 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 8583995; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_8583995"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_8583995 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="8583995"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 8583995; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=8583995]").text(description); $(".js-view-count-work_8583995").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_8583995").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="8583995"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">16</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="1512" href="https://www.academia.edu/Documents/in/Climate_Change">Climate Change</a>, <script data-card-contents-for-ri="1512" type="text/json">{"id":1512,"name":"Climate Change","url":"https://www.academia.edu/Documents/in/Climate_Change?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1697" href="https://www.academia.edu/Documents/in/Violence">Violence</a>, <script data-card-contents-for-ri="1697" type="text/json">{"id":1697,"name":"Violence","url":"https://www.academia.edu/Documents/in/Violence?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4583" href="https://www.academia.edu/Documents/in/Child_Development">Child Development</a>, <script data-card-contents-for-ri="4583" type="text/json">{"id":4583,"name":"Child Development","url":"https://www.academia.edu/Documents/in/Child_Development?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="11435" href="https://www.academia.edu/Documents/in/Community_Health">Community Health</a><script data-card-contents-for-ri="11435" type="text/json">{"id":11435,"name":"Community Health","url":"https://www.academia.edu/Documents/in/Community_Health?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=8583995]'), work: {"id":8583995,"title":"A Community-Based Participatory Approach to Youth Development and School Climate Change: The Alignment Enhanced Services Project","created_at":"2014-10-01T00:50:41.225-07:00","url":"https://www.academia.edu/8583995/A_Community_Based_Participatory_Approach_to_Youth_Development_and_School_Climate_Change_The_Alignment_Enhanced_Services_Project?f_ri=93117","dom_id":"work_8583995","summary":null,"downloadable_attachments":[{"id":34952728,"asset_id":8583995,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":17726954,"first_name":"Paul","last_name":"Juarez","domain_name":"uthsc","page_name":"PaulJuarez","display_name":"Paul Juarez","profile_url":"https://uthsc.academia.edu/PaulJuarez?f_ri=93117","photo":"https://0.academia-photos.com/17726954/19924331/19727956/s65_paul.juarez.jpg"}],"research_interests":[{"id":1512,"name":"Climate Change","url":"https://www.academia.edu/Documents/in/Climate_Change?f_ri=93117","nofollow":false},{"id":1697,"name":"Violence","url":"https://www.academia.edu/Documents/in/Violence?f_ri=93117","nofollow":false},{"id":4583,"name":"Child Development","url":"https://www.academia.edu/Documents/in/Child_Development?f_ri=93117","nofollow":false},{"id":11435,"name":"Community Health","url":"https://www.academia.edu/Documents/in/Community_Health?f_ri=93117","nofollow":false},{"id":40116,"name":"Community Based Participatory Research","url":"https://www.academia.edu/Documents/in/Community_Based_Participatory_Research?f_ri=93117"},{"id":49610,"name":"Schools","url":"https://www.academia.edu/Documents/in/Schools?f_ri=93117"},{"id":57280,"name":"Youth development","url":"https://www.academia.edu/Documents/in/Youth_development?f_ri=93117"},{"id":64933,"name":"Child","url":"https://www.academia.edu/Documents/in/Child?f_ri=93117"},{"id":66954,"name":"Program Development","url":"https://www.academia.edu/Documents/in/Program_Development?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":153168,"name":"Data Collection","url":"https://www.academia.edu/Documents/in/Data_Collection?f_ri=93117"},{"id":174464,"name":"Social Environment","url":"https://www.academia.edu/Documents/in/Social_Environment?f_ri=93117"},{"id":242711,"name":"Action Plan","url":"https://www.academia.edu/Documents/in/Action_Plan?f_ri=93117"},{"id":339262,"name":"Lessons Learned","url":"https://www.academia.edu/Documents/in/Lessons_Learned?f_ri=93117"},{"id":496530,"name":"Community Networks","url":"https://www.academia.edu/Documents/in/Community_Networks?f_ri=93117"},{"id":665101,"name":"Participatory Approach","url":"https://www.academia.edu/Documents/in/Participatory_Approach?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9172762" data-work_id="9172762" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9172762/Environmental_Scanning_Designing_A_Collective_Learning_Process_To_Track_Down_Weak_Signals">Environmental Scanning : Designing A Collective Learning Process To Track Down Weak Signals</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">According to management science, organizations use environmental scanning processes to capture signals announcing major events for their future, even for their survival. Nevertheless, taking into account the nature of information to deal... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9172762" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">According to management science, organizations use environmental scanning processes to capture signals announcing major events for their future, even for their survival. Nevertheless, taking into account the nature of information to deal with, recent research highlights potential difficulties for managers to gain access to weak signals. This statement has been empirically validated. Such a problem emphasizes the need for aid to improve environmental scanning efficiency and viability. In this paper, authors suggest a collective learning process for the capture of weak signals. After describing ongoing experimentations and preliminary findings, potential contributions are presented.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9172762" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bb04735d35e41c6ce0a5a0bbf3454c8a" rel="nofollow" data-download="{"attachment_id":35456771,"asset_id":9172762,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35456771/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="20951685" href="https://grenoble-em.academia.edu/SBlanco">Sylvie Blanco</a><script data-card-contents-for-user="20951685" type="text/json">{"id":20951685,"first_name":"Sylvie","last_name":"Blanco","domain_name":"grenoble-em","page_name":"SBlanco","display_name":"Sylvie Blanco","profile_url":"https://grenoble-em.academia.edu/SBlanco?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_9172762 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9172762"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9172762, container: ".js-paper-rank-work_9172762", }); });</script></li><li class="js-percentile-work_9172762 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 9172762; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_9172762"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_9172762 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="9172762"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 9172762; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=9172762]").text(description); $(".js-view-count-work_9172762").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9172762").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9172762"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8001" href="https://www.academia.edu/Documents/in/Management_Science">Management Science</a>, <script data-card-contents-for-ri="8001" type="text/json">{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="393524" href="https://www.academia.edu/Documents/in/Learning_Process">Learning Process</a><script data-card-contents-for-ri="393524" type="text/json">{"id":393524,"name":"Learning Process","url":"https://www.academia.edu/Documents/in/Learning_Process?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9172762]'), work: {"id":9172762,"title":"Environmental Scanning : Designing A Collective Learning Process To Track Down Weak Signals","created_at":"2014-11-06T22:17:55.731-08:00","url":"https://www.academia.edu/9172762/Environmental_Scanning_Designing_A_Collective_Learning_Process_To_Track_Down_Weak_Signals?f_ri=93117","dom_id":"work_9172762","summary":"According to management science, organizations use environmental scanning processes to capture signals announcing major events for their future, even for their survival. Nevertheless, taking into account the nature of information to deal with, recent research highlights potential difficulties for managers to gain access to weak signals. This statement has been empirically validated. Such a problem emphasizes the need for aid to improve environmental scanning efficiency and viability. In this paper, authors suggest a collective learning process for the capture of weak signals. After describing ongoing experimentations and preliminary findings, potential contributions are presented.","downloadable_attachments":[{"id":35456771,"asset_id":9172762,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":20951685,"first_name":"Sylvie","last_name":"Blanco","domain_name":"grenoble-em","page_name":"SBlanco","display_name":"Sylvie Blanco","profile_url":"https://grenoble-em.academia.edu/SBlanco?f_ri=93117","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8001,"name":"Management Science","url":"https://www.academia.edu/Documents/in/Management_Science?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":393524,"name":"Learning Process","url":"https://www.academia.edu/Documents/in/Learning_Process?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_22095128" data-work_id="22095128" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/22095128/Revisiting_organizational_interpretation_and_three_types_of_uncertainty">Revisiting organizational interpretation and three types of uncertainty</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose The aim of this paper is to move towards a holistic model of organizational interpretation under uncertainty. This paper makes a series of novel conceptual propositions regarding the associations between state, effect and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_22095128" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose <br />The aim of this paper is to move towards a holistic model of organizational interpretation under uncertainty. This paper makes a series of novel conceptual propositions regarding the associations between state, effect and response uncertainty, and the organizational interpretation process. <br /> <br />Methodology <br />This conceptual paper extends existing conceptual work by distinguishing between general and issue-specific scanning and linking the interpretation process to three different types of perceived uncertainty: state, effect and response uncertainty. <br /> <br />Findings <br />It is proposed that environmental scanning leads to lower state and effect uncertainty, i.e. less uncertainty regarding the estimation of probabilities of events occurring in the external environment of the organization and of their consequences. It is further proposed that scanning leads to higher levels of perceived control over events and that the actual interpretation of events, in opportunity/threat terms, drives irregular issue-specific scanning and organizational reactions to such events. <br /> <br />Research implications <br />The paper suggests a way to test links between organizational interpretation and uncertainty that might help explain and untangle some of the conflicting empirical results found in the extant literature. The paper illustrates how the literature could benefit from re-conceptualizing the perceived environmental uncertainty construct to take into account different types of uncertainty. <br /> <br />Practical implications <br />For practitioners this paper emphasizes the importance of environmental scanning and how scanning practices can lead to general alertness, to more positive event interpretations, and how interpretations form responses to opportunities in the environment. <br /> <br />Originality <br />This paper extends on existing work by linking the interpretation process to three different types of uncertainty (state, effect and response uncertainty) with several novel and testable propositions. The paper also differentiates clearly general (regular) scanning from issue-specific (irregular) scanning. Finally, the paper provides a unifying view, piecing together in one picture elements that have so far been dispersed in the literature.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/22095128" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d7a3cc074c45cd9dbb503ad820842ab9" rel="nofollow" data-download="{"attachment_id":55979960,"asset_id":22095128,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55979960/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="42120705" href="https://ruc-dk.academia.edu/KristianSund">Kristian J Sund</a><script data-card-contents-for-user="42120705" type="text/json">{"id":42120705,"first_name":"Kristian","last_name":"Sund","domain_name":"ruc-dk","page_name":"KristianSund","display_name":"Kristian J Sund","profile_url":"https://ruc-dk.academia.edu/KristianSund?f_ri=93117","photo":"https://0.academia-photos.com/42120705/17798124/17821001/s65_kristian.sund.jpg"}</script></span></span></li><li class="js-paper-rank-work_22095128 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="22095128"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 22095128, container: ".js-paper-rank-work_22095128", }); });</script></li><li class="js-percentile-work_22095128 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 22095128; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_22095128"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_22095128 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="22095128"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 22095128; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=22095128]").text(description); $(".js-view-count-work_22095128").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_22095128").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="22095128"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="50680" href="https://www.academia.edu/Documents/in/Sensemaking">Sensemaking</a>, <script data-card-contents-for-ri="50680" type="text/json">{"id":50680,"name":"Sensemaking","url":"https://www.academia.edu/Documents/in/Sensemaking?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="799504" href="https://www.academia.edu/Documents/in/Organizational_Analysis">Organizational Analysis</a>, <script data-card-contents-for-ri="799504" type="text/json">{"id":799504,"name":"Organizational Analysis","url":"https://www.academia.edu/Documents/in/Organizational_Analysis?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2567190" href="https://www.academia.edu/Documents/in/Perceived_Environmental_Uncertainty">Perceived Environmental Uncertainty</a><script data-card-contents-for-ri="2567190" type="text/json">{"id":2567190,"name":"Perceived Environmental Uncertainty","url":"https://www.academia.edu/Documents/in/Perceived_Environmental_Uncertainty?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=22095128]'), work: {"id":22095128,"title":"Revisiting organizational interpretation and three types of uncertainty","created_at":"2016-02-17T05:39:21.126-08:00","url":"https://www.academia.edu/22095128/Revisiting_organizational_interpretation_and_three_types_of_uncertainty?f_ri=93117","dom_id":"work_22095128","summary":"Purpose\r\nThe aim of this paper is to move towards a holistic model of organizational interpretation under uncertainty. This paper makes a series of novel conceptual propositions regarding the associations between state, effect and response uncertainty, and the organizational interpretation process.\r\n\r\nMethodology\r\nThis conceptual paper extends existing conceptual work by distinguishing between general and issue-specific scanning and linking the interpretation process to three different types of perceived uncertainty: state, effect and response uncertainty.\r\n\r\nFindings\r\nIt is proposed that environmental scanning leads to lower state and effect uncertainty, i.e. less uncertainty regarding the estimation of probabilities of events occurring in the external environment of the organization and of their consequences. It is further proposed that scanning leads to higher levels of perceived control over events and that the actual interpretation of events, in opportunity/threat terms, drives irregular issue-specific scanning and organizational reactions to such events.\r\n\r\nResearch implications\r\nThe paper suggests a way to test links between organizational interpretation and uncertainty that might help explain and untangle some of the conflicting empirical results found in the extant literature. The paper illustrates how the literature could benefit from re-conceptualizing the perceived environmental uncertainty construct to take into account different types of uncertainty.\r\n\r\nPractical implications\r\nFor practitioners this paper emphasizes the importance of environmental scanning and how scanning practices can lead to general alertness, to more positive event interpretations, and how interpretations form responses to opportunities in the environment.\r\n\r\nOriginality\r\nThis paper extends on existing work by linking the interpretation process to three different types of uncertainty (state, effect and response uncertainty) with several novel and testable propositions. The paper also differentiates clearly general (regular) scanning from issue-specific (irregular) scanning. Finally, the paper provides a unifying view, piecing together in one picture elements that have so far been dispersed in the literature.\r\n","downloadable_attachments":[{"id":55979960,"asset_id":22095128,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":42120705,"first_name":"Kristian","last_name":"Sund","domain_name":"ruc-dk","page_name":"KristianSund","display_name":"Kristian J Sund","profile_url":"https://ruc-dk.academia.edu/KristianSund?f_ri=93117","photo":"https://0.academia-photos.com/42120705/17798124/17821001/s65_kristian.sund.jpg"}],"research_interests":[{"id":50680,"name":"Sensemaking","url":"https://www.academia.edu/Documents/in/Sensemaking?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":799504,"name":"Organizational Analysis","url":"https://www.academia.edu/Documents/in/Organizational_Analysis?f_ri=93117","nofollow":false},{"id":2567190,"name":"Perceived Environmental Uncertainty","url":"https://www.academia.edu/Documents/in/Perceived_Environmental_Uncertainty?f_ri=93117","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_23410705" data-work_id="23410705" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/23410705/Developing_a_reliable_audit_instrument_to_measure_the_physical_environment_for_physical_activity">Developing a reliable audit instrument to measure the physical environment for physical activity</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Background: The physical environment plays an important role in influencing participation in physical activity, although which factors of the physical environment have the greatest effect on patterns of activity remain to be determined.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_23410705" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Background: The physical environment plays an important role in influencing participation in physical activity, although which factors of the physical environment have the greatest effect on patterns of activity remain to be determined. We describe the development of a comprehensive instrument to measure the physical environmental factors that may influence walking and cycling in local neighborhoods and report on its reliability.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/23410705" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="271614d39589e397b996eb46ff911236" rel="nofollow" data-download="{"attachment_id":43856547,"asset_id":23410705,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43856547/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37518884" href="https://independent.academia.edu/TerriPikora">Terri Pikora</a><script data-card-contents-for-user="37518884" type="text/json">{"id":37518884,"first_name":"Terri","last_name":"Pikora","domain_name":"independent","page_name":"TerriPikora","display_name":"Terri Pikora","profile_url":"https://independent.academia.edu/TerriPikora?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_23410705 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="23410705"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 23410705, container: ".js-paper-rank-work_23410705", }); });</script></li><li class="js-percentile-work_23410705 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 23410705; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_23410705"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_23410705 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="23410705"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 23410705; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=23410705]").text(description); $(".js-view-count-work_23410705").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_23410705").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="23410705"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">18</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="922" href="https://www.academia.edu/Documents/in/Education">Education</a>, <script data-card-contents-for-ri="922" type="text/json">{"id":922,"name":"Education","url":"https://www.academia.edu/Documents/in/Education?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9112" href="https://www.academia.edu/Documents/in/Physical_Activity">Physical Activity</a>, <script data-card-contents-for-ri="9112" type="text/json">{"id":9112,"name":"Physical Activity","url":"https://www.academia.edu/Documents/in/Physical_Activity?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="49000" href="https://www.academia.edu/Documents/in/Observation">Observation</a>, <script data-card-contents-for-ri="49000" type="text/json">{"id":49000,"name":"Observation","url":"https://www.academia.edu/Documents/in/Observation?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="49161" href="https://www.academia.edu/Documents/in/Safety">Safety</a><script data-card-contents-for-ri="49161" type="text/json">{"id":49161,"name":"Safety","url":"https://www.academia.edu/Documents/in/Safety?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=23410705]'), work: {"id":23410705,"title":"Developing a reliable audit instrument to measure the physical environment for physical activity","created_at":"2016-03-18T06:47:53.221-07:00","url":"https://www.academia.edu/23410705/Developing_a_reliable_audit_instrument_to_measure_the_physical_environment_for_physical_activity?f_ri=93117","dom_id":"work_23410705","summary":"Background: The physical environment plays an important role in influencing participation in physical activity, although which factors of the physical environment have the greatest effect on patterns of activity remain to be determined. 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System","url":"https://www.academia.edu/Documents/in/Geographic_Information_System?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_14582288 coauthored" data-work_id="14582288" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/14582288/The_Value_of_Distrust_in_Computer_Based_Decision_Making_Groups">The Value of Distrust in Computer-Based Decision-Making Groups</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/14582288" data-share-source="work_strip" 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itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33539604" href="https://byu.academia.edu/BonnieAnderson">Bonnie Anderson</a><script data-card-contents-for-user="33539604" type="text/json">{"id":33539604,"first_name":"Bonnie","last_name":"Anderson","domain_name":"byu","page_name":"BonnieAnderson","display_name":"Bonnie Anderson","profile_url":"https://byu.academia.edu/BonnieAnderson?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-14582288">+1</span><div class="hidden js-additional-users-14582288"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://vt.academia.edu/PaulBenjaminLowry">Paul Benjamin Lowry</a></span></div></div></span><script>(function(){ var popoverSettings = { el: 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u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="14582288"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">11</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="1453" href="https://www.academia.edu/Documents/in/Information_Management">Information Management</a>, <script data-card-contents-for-ri="1453" type="text/json">{"id":1453,"name":"Information Management","url":"https://www.academia.edu/Documents/in/Information_Management?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1681" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a>, <script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3821" href="https://www.academia.edu/Documents/in/Dynamic_Capabilities">Dynamic Capabilities</a>, <script data-card-contents-for-ri="3821" type="text/json">{"id":3821,"name":"Dynamic Capabilities","url":"https://www.academia.edu/Documents/in/Dynamic_Capabilities?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="28157" href="https://www.academia.edu/Documents/in/Environmental_Change">Environmental Change</a><script data-card-contents-for-ri="28157" type="text/json">{"id":28157,"name":"Environmental Change","url":"https://www.academia.edu/Documents/in/Environmental_Change?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=14582288]'), work: {"id":14582288,"title":"The Value of Distrust 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Management","url":"https://www.academia.edu/Documents/in/Information_Management?f_ri=93117","nofollow":false},{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=93117","nofollow":false},{"id":3821,"name":"Dynamic Capabilities","url":"https://www.academia.edu/Documents/in/Dynamic_Capabilities?f_ri=93117","nofollow":false},{"id":28157,"name":"Environmental Change","url":"https://www.academia.edu/Documents/in/Environmental_Change?f_ri=93117","nofollow":false},{"id":67082,"name":"Information Quality","url":"https://www.academia.edu/Documents/in/Information_Quality?f_ri=93117"},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"},{"id":96047,"name":"Case Study","url":"https://www.academia.edu/Documents/in/Case_Study?f_ri=93117"},{"id":104112,"name":"Information Sources","url":"https://www.academia.edu/Documents/in/Information_Sources?f_ri=93117"},{"id":236144,"name":"Hicss","url":"https://www.academia.edu/Documents/in/Hicss?f_ri=93117"},{"id":347700,"name":"Information Management System","url":"https://www.academia.edu/Documents/in/Information_Management_System?f_ri=93117"},{"id":741904,"name":"Information Need","url":"https://www.academia.edu/Documents/in/Information_Need?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9361653" data-work_id="9361653" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9361653/ENHANCING_BUSINESS_OPPORTUNITY_IDENTIFICATION_PROCESSES_IN_ZIMBABWES_MANUFACTURING_SECTOR_THE_CASE_OF_BULAWAYOS_MANUFACTURING_SECTOR">ENHANCING BUSINESS OPPORTUNITY IDENTIFICATION PROCESSES IN ZIMBABWE'S MANUFACTURING SECTOR: THE CASE OF BULAWAYO'S MANUFACTURING SECTOR</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The manufacturing sector in Zimbabwe plays a critical role in the economic development of the country like employment creation, contributing to the country's GDP and saving and generating foreign exchange. It is for this reason the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9361653" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The manufacturing sector in Zimbabwe plays a critical role in the economic development of the country like employment creation, contributing to the country's GDP and saving and generating foreign exchange. It is for this reason the Government of Zimbabwe (GoZ) has crafted a number of programmes aimed at rejuvenating it since it started to decline in the late 1980s.However the programmes seem to have benefitted foreign competitors as the sector experienced further decline resulting in the country becoming a net importer, capacity utilisation in the sector declining and unemployment rising as firms closed shop. This study sought to establish why the sector is failing to identify opportunities that are presented in the government initiated programmes thereby allowing foreign competition to benefit at their expense. The study sought responses from top managers of the sampled 68 manufactures from Bulawayo. The sample was drawn from the 16 sub-sectors that constitute the Zimbabwe's manufacturing sector. Study findings reveal that the sampled firms have weaknesses in the way the scan the environment. The study is concluded by proffering relevant recommendations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9361653" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="69ff343b2fe658877aa176dddeba9bb5" rel="nofollow" data-download="{"attachment_id":35615010,"asset_id":9361653,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35615010/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="21682084" href="https://ijmra.academia.edu/IJournal">International Journal</a><script data-card-contents-for-user="21682084" type="text/json">{"id":21682084,"first_name":"International","last_name":"Journal","domain_name":"ijmra","page_name":"IJournal","display_name":"International Journal","profile_url":"https://ijmra.academia.edu/IJournal?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_9361653 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9361653"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9361653, container: ".js-paper-rank-work_9361653", }); 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$(".js-view-count[data-work-id=9361653]").text(description); $(".js-view-count-work_9361653").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9361653").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9361653"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="11395" href="https://www.academia.edu/Documents/in/Economic_Development">Economic Development</a>, <script data-card-contents-for-ri="11395" type="text/json">{"id":11395,"name":"Economic Development","url":"https://www.academia.edu/Documents/in/Economic_Development?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="243463" href="https://www.academia.edu/Documents/in/Opportunities">Opportunities</a><script data-card-contents-for-ri="243463" type="text/json">{"id":243463,"name":"Opportunities","url":"https://www.academia.edu/Documents/in/Opportunities?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9361653]'), work: {"id":9361653,"title":"ENHANCING BUSINESS OPPORTUNITY IDENTIFICATION PROCESSES IN ZIMBABWE'S MANUFACTURING SECTOR: THE CASE OF BULAWAYO'S MANUFACTURING SECTOR","created_at":"2014-11-17T16:33:17.984-08:00","url":"https://www.academia.edu/9361653/ENHANCING_BUSINESS_OPPORTUNITY_IDENTIFICATION_PROCESSES_IN_ZIMBABWES_MANUFACTURING_SECTOR_THE_CASE_OF_BULAWAYOS_MANUFACTURING_SECTOR?f_ri=93117","dom_id":"work_9361653","summary":"The manufacturing sector in Zimbabwe plays a critical role in the economic development of the country like employment creation, contributing to the country's GDP and saving and generating foreign exchange. It is for this reason the Government of Zimbabwe (GoZ) has crafted a number of programmes aimed at rejuvenating it since it started to decline in the late 1980s.However the programmes seem to have benefitted foreign competitors as the sector experienced further decline resulting in the country becoming a net importer, capacity utilisation in the sector declining and unemployment rising as firms closed shop. This study sought to establish why the sector is failing to identify opportunities that are presented in the government initiated programmes thereby allowing foreign competition to benefit at their expense. The study sought responses from top managers of the sampled 68 manufactures from Bulawayo. The sample was drawn from the 16 sub-sectors that constitute the Zimbabwe's manufacturing sector. Study findings reveal that the sampled firms have weaknesses in the way the scan the environment. The study is concluded by proffering relevant recommendations.","downloadable_attachments":[{"id":35615010,"asset_id":9361653,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":21682084,"first_name":"International","last_name":"Journal","domain_name":"ijmra","page_name":"IJournal","display_name":"International Journal","profile_url":"https://ijmra.academia.edu/IJournal?f_ri=93117","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=93117","nofollow":false},{"id":11395,"name":"Economic Development","url":"https://www.academia.edu/Documents/in/Economic_Development?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":243463,"name":"Opportunities","url":"https://www.academia.edu/Documents/in/Opportunities?f_ri=93117","nofollow":false},{"id":549930,"name":"Manufacturing Sector","url":"https://www.academia.edu/Documents/in/Manufacturing_Sector?f_ri=93117"},{"id":1141704,"name":"AGRICULTURAL SECTOR","url":"https://www.academia.edu/Documents/in/AGRICULTURAL_SECTOR?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7597566" data-work_id="7597566" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7597566/Environmental_scanning_as_information_seeking_and_organizational_learning">Environmental scanning as information seeking and organizational learning</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Environmental scanning is the acquisition and use of information about events, trends, and relationships in an organization's external environment, the knowledge of which would assist management in planning the organization's future... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_7597566" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Environmental scanning is the acquisition and use of information about events, trends, and relationships in an organization's external environment, the knowledge of which would assist management in planning the organization's future course of action. Depending on the organization's beliefs about environmental analyzability and the extent that it intrudes into the environment to understand it, four modes of scanning may be differentiated: undirected viewing, conditioned viewing, enacting, and searching. We analyze each mode of scanning by examining its characteristic information needs, information seeking, and information use behaviors. In addition, we analyze organizational learning processes by considering the sensemaking, knowledge creating and decision making processes at work in each mode. Environmental scanning as information seeking and organizational learning 9/14/2002</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7597566" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a28f62613592853f5f82b1f0ed767cfa" rel="nofollow" data-download="{"attachment_id":48404860,"asset_id":7597566,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48404860/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="13699291" href="https://utoronto.academia.edu/ChunChoo">Chun Wei Choo</a><script data-card-contents-for-user="13699291" type="text/json">{"id":13699291,"first_name":"Chun Wei","last_name":"Choo","domain_name":"utoronto","page_name":"ChunChoo","display_name":"Chun Wei Choo","profile_url":"https://utoronto.academia.edu/ChunChoo?f_ri=93117","photo":"https://0.academia-photos.com/13699291/3813591/31755104/s65_chun_wei.choo.jpg"}</script></span></span></li><li class="js-paper-rank-work_7597566 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="7597566"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 7597566, container: ".js-paper-rank-work_7597566", }); });</script></li><li class="js-percentile-work_7597566 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 7597566; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_7597566"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_7597566 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="7597566"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 7597566; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=7597566]").text(description); $(".js-view-count-work_7597566").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_7597566").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="7597566"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1681" href="https://www.academia.edu/Documents/in/Decision_Making">Decision Making</a>, <script data-card-contents-for-ri="1681" type="text/json">{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="48999" href="https://www.academia.edu/Documents/in/Information">Information</a>, <script data-card-contents-for-ri="48999" type="text/json">{"id":48999,"name":"Information","url":"https://www.academia.edu/Documents/in/Information?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="64350" href="https://www.academia.edu/Documents/in/Information_seeking">Information seeking</a>, <script data-card-contents-for-ri="64350" type="text/json">{"id":64350,"name":"Information seeking","url":"https://www.academia.edu/Documents/in/Information_seeking?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a><script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=7597566]'), work: {"id":7597566,"title":"Environmental scanning as information seeking and organizational learning","created_at":"2014-07-08T04:50:58.106-07:00","url":"https://www.academia.edu/7597566/Environmental_scanning_as_information_seeking_and_organizational_learning?f_ri=93117","dom_id":"work_7597566","summary":"Environmental scanning is the acquisition and use of information about events, trends, and relationships in an organization's external environment, the knowledge of which would assist management in planning the organization's future course of action. Depending on the organization's beliefs about environmental analyzability and the extent that it intrudes into the environment to understand it, four modes of scanning may be differentiated: undirected viewing, conditioned viewing, enacting, and searching. We analyze each mode of scanning by examining its characteristic information needs, information seeking, and information use behaviors. In addition, we analyze organizational learning processes by considering the sensemaking, knowledge creating and decision making processes at work in each mode. Environmental scanning as information seeking and organizational learning 9/14/2002","downloadable_attachments":[{"id":48404860,"asset_id":7597566,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":13699291,"first_name":"Chun Wei","last_name":"Choo","domain_name":"utoronto","page_name":"ChunChoo","display_name":"Chun Wei Choo","profile_url":"https://utoronto.academia.edu/ChunChoo?f_ri=93117","photo":"https://0.academia-photos.com/13699291/3813591/31755104/s65_chun_wei.choo.jpg"}],"research_interests":[{"id":1681,"name":"Decision Making","url":"https://www.academia.edu/Documents/in/Decision_Making?f_ri=93117","nofollow":false},{"id":48999,"name":"Information","url":"https://www.academia.edu/Documents/in/Information?f_ri=93117","nofollow":false},{"id":64350,"name":"Information seeking","url":"https://www.academia.edu/Documents/in/Information_seeking?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":638378,"name":"Information Seeking","url":"https://www.academia.edu/Documents/in/Information_Seeking-1?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38273744" data-work_id="38273744" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38273744/PhD_Awareness_of_external_resource_constraints_LQ_pdf">PhD - Awareness of external resource constraints LQ.pdf</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This research is motivated by the challenge facing manufacturing firms from global resource constraints. As major commodities become scarce, and their prices rise and become more volatile, there is consensus that manufacturing firms need... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38273744" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This research is motivated by the challenge facing manufacturing firms from global resource constraints. As major commodities become scarce, and their prices rise and become more volatile, there is consensus that manufacturing firms need to address non-labour resource productivity and adopt alternative business models that are less reliant on the linear consumption of resources. For firms make this transition, a firm’s senior decision makers must be aware of the long-term strategic threat posed by resource constraints during the strategy process. The process should thus raise decision makers’ awareness and prompt a re-evaluation of the firm’s strategy and business model. The environmental scanning activity is the opportunity for threats in the external environment to be identified within most strategy processes. However some authors, such as Hart (1995), argue that generic processes, having been developed during an era of resource abundance, fail to adequately highlight this particular strategic threat. Furthermore, authors such as Rohrbeck and Kallehave (2012) and Senge et al. (2008), argue that to prompt the adoption of alternative business models, decision makers require more foresight and a systems thinking perspective to raise their awareness of these long-term systematic strategic threats. This research investigates these claims by first examining how a generic strategy process prompts decision makers to identify strategic threats such as resource constraints in the external environment. Next the research explores how strategic awareness could be improved with more foresight and systems thinking. The research examines a working example of a generic strategy process, and analyses the outputs of the environmental scanning process to assess decision makers’ strategic awareness. A novel methodology is devised to measure strategic awareness empirically, and the findings strengthen existing arguments that suggest decision makers’ awareness tends to be biased towards the short-term, and focussed on events rather than long-term trends. To address these limitations, the research successfully demonstrates that strategic awareness can be improved in a time-efficient manner, by introducing foresight approaches and a systems thinking perspective into the environmental scanning activity of a generic strategic process. This research makes both theoretical and practical contributions. Strategic awareness is observed to vary along three dimensions, and a novel methodology is used to quantify awareness along these dimensions and provide an empirical contribution to the natural-resource-based-view of the firm literature. In addition, the successful trials of changes to the environmental scanning activity provide a practical contribution by demonstrating how to operationalise the inclusion of foresight and a systems thinking perspective within a strategy process. While the conclusions of this research are based on analysis of data from one strategy process, since this process is a working example of the generic strategy process described in strategy process literature, the conclusions are more widely generalizable. The key implication of the research is to confirm that strategic awareness, and thereby strategic decision making, can be improved even within a time-constrained strategy workshop. Thus the improved strategy process can prompt decision makers in other industries to recognise the need for alternative business models, and ensure their firm’s future viability within a resource constrained future.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38273744" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5bbb31213bb94e946c54076edc563318" rel="nofollow" data-download="{"attachment_id":58318766,"asset_id":38273744,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58318766/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2192372" href="https://cambridge.academia.edu/ElliottMore">Elliott More</a><script data-card-contents-for-user="2192372" type="text/json">{"id":2192372,"first_name":"Elliott","last_name":"More","domain_name":"cambridge","page_name":"ElliottMore","display_name":"Elliott More","profile_url":"https://cambridge.academia.edu/ElliottMore?f_ri=93117","photo":"https://0.academia-photos.com/2192372/2133513/5745412/s65_elliott.more.jpg"}</script></span></span></li><li class="js-paper-rank-work_38273744 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38273744"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38273744, container: ".js-paper-rank-work_38273744", }); 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$(".js-view-count[data-work-id=38273744]").text(description); $(".js-view-count-work_38273744").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38273744").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38273744"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3477" href="https://www.academia.edu/Documents/in/Strategic_Foresight">Strategic Foresight</a>, <script data-card-contents-for-ri="3477" type="text/json">{"id":3477,"name":"Strategic Foresight","url":"https://www.academia.edu/Documents/in/Strategic_Foresight?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="21168" href="https://www.academia.edu/Documents/in/Strategy_Business_">Strategy (Business)</a>, <script data-card-contents-for-ri="21168" type="text/json">{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="93117" href="https://www.academia.edu/Documents/in/Environmental_Scanning">Environmental Scanning</a>, <script data-card-contents-for-ri="93117" type="text/json">{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="310749" href="https://www.academia.edu/Documents/in/Technology_roadmapping">Technology roadmapping</a><script data-card-contents-for-ri="310749" type="text/json">{"id":310749,"name":"Technology roadmapping","url":"https://www.academia.edu/Documents/in/Technology_roadmapping?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38273744]'), work: {"id":38273744,"title":"PhD - Awareness of external resource constraints LQ.pdf","created_at":"2019-02-02T08:30:12.218-08:00","url":"https://www.academia.edu/38273744/PhD_Awareness_of_external_resource_constraints_LQ_pdf?f_ri=93117","dom_id":"work_38273744","summary":"This research is motivated by the challenge facing manufacturing firms from global resource constraints. As major commodities become scarce, and their prices rise and become more volatile, there is consensus that manufacturing firms need to address non-labour resource productivity and adopt alternative business models that are less reliant on the linear consumption of resources. For firms make this transition, a firm’s senior decision makers must be aware of the long-term strategic threat posed by resource constraints during the strategy process. The process should thus raise decision makers’ awareness and prompt a re-evaluation of the firm’s strategy and business model. The environmental scanning activity is the opportunity for threats in the external environment to be identified within most strategy processes. However some authors, such as Hart (1995), argue that generic processes, having been developed during an era of resource abundance, fail to adequately highlight this particular strategic threat. Furthermore, authors such as Rohrbeck and Kallehave (2012) and Senge et al. (2008), argue that to prompt the adoption of alternative business models, decision makers require more foresight and a systems thinking perspective to raise their awareness of these long-term systematic strategic threats. This research investigates these claims by first examining how a generic strategy process prompts decision makers to identify strategic threats such as resource constraints in the external environment. Next the research explores how strategic awareness could be improved with more foresight and systems thinking. The research examines a working example of a generic strategy process, and analyses the outputs of the environmental scanning process to assess decision makers’ strategic awareness. A novel methodology is devised to measure strategic awareness empirically, and the findings strengthen existing arguments that suggest decision makers’ awareness tends to be biased towards the short-term, and focussed on events rather than long-term trends. To address these limitations, the research successfully demonstrates that strategic awareness can be improved in a time-efficient manner, by introducing foresight approaches and a systems thinking perspective into the environmental scanning activity of a generic strategic process. This research makes both theoretical and practical contributions. Strategic awareness is observed to vary along three dimensions, and a novel methodology is used to quantify awareness along these dimensions and provide an empirical contribution to the natural-resource-based-view of the firm literature. In addition, the successful trials of changes to the environmental scanning activity provide a practical contribution by demonstrating how to operationalise the inclusion of foresight and a systems thinking perspective within a strategy process. While the conclusions of this research are based on analysis of data from one strategy process, since this process is a working example of the generic strategy process described in strategy process literature, the conclusions are more widely generalizable. The key implication of the research is to confirm that strategic awareness, and thereby strategic decision making, can be improved even within a time-constrained strategy workshop. Thus the improved strategy process can prompt decision makers in other industries to recognise the need for alternative business models, and ensure their firm’s future viability within a resource constrained future.","downloadable_attachments":[{"id":58318766,"asset_id":38273744,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2192372,"first_name":"Elliott","last_name":"More","domain_name":"cambridge","page_name":"ElliottMore","display_name":"Elliott More","profile_url":"https://cambridge.academia.edu/ElliottMore?f_ri=93117","photo":"https://0.academia-photos.com/2192372/2133513/5745412/s65_elliott.more.jpg"}],"research_interests":[{"id":3477,"name":"Strategic Foresight","url":"https://www.academia.edu/Documents/in/Strategic_Foresight?f_ri=93117","nofollow":false},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117","nofollow":false},{"id":310749,"name":"Technology roadmapping","url":"https://www.academia.edu/Documents/in/Technology_roadmapping?f_ri=93117","nofollow":false},{"id":313775,"name":"Business environment","url":"https://www.academia.edu/Documents/in/Business_environment?f_ri=93117"},{"id":321721,"name":"Circular Economy","url":"https://www.academia.edu/Documents/in/Circular_Economy?f_ri=93117"},{"id":788752,"name":"Resource Scarcity","url":"https://www.academia.edu/Documents/in/Resource_Scarcity?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15083336" data-work_id="15083336" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15083336/Costs_consequences_analysis">Costs-consequences analysis</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">at the Center for Needs Assessment and Planning. We bear full responsibility for all remaining flaws. FORUM is a nonrefereed section inviting readers' reactions and opinions.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15083336" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="960de2a60e696fb34a43b82e30de898f" rel="nofollow" data-download="{"attachment_id":43593008,"asset_id":15083336,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43593008/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34113634" href="https://independent.academia.edu/RogerKaufman">Roger Kaufman</a><script data-card-contents-for-user="34113634" type="text/json">{"id":34113634,"first_name":"Roger","last_name":"Kaufman","domain_name":"independent","page_name":"RogerKaufman","display_name":"Roger Kaufman","profile_url":"https://independent.academia.edu/RogerKaufman?f_ri=93117","photo":"https://0.academia-photos.com/34113634/17866729/17885357/s65_roger.kaufman.jpg"}</script></span></span></li><li class="js-paper-rank-work_15083336 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15083336"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15083336, container: ".js-paper-rank-work_15083336", }); 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$(".js-view-count[data-work-id=15083336]").text(description); $(".js-view-count-work_15083336").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_15083336").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="15083336"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1180" href="https://www.academia.edu/Documents/in/Human_Resource_Development">Human Resource Development</a>, <script data-card-contents-for-ri="1180" type="text/json">{"id":1180,"name":"Human Resource Development","url":"https://www.academia.edu/Documents/in/Human_Resource_Development?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4205" href="https://www.academia.edu/Documents/in/Data_Analysis">Data Analysis</a>, <script data-card-contents-for-ri="4205" type="text/json">{"id":4205,"name":"Data Analysis","url":"https://www.academia.edu/Documents/in/Data_Analysis?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="65140" href="https://www.academia.edu/Documents/in/Models">Models</a>, <script data-card-contents-for-ri="65140" type="text/json">{"id":65140,"name":"Models","url":"https://www.academia.edu/Documents/in/Models?f_ri=93117","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a><script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=15083336]'), work: {"id":15083336,"title":"Costs-consequences analysis","created_at":"2015-08-21T12:05:01.356-07:00","url":"https://www.academia.edu/15083336/Costs_consequences_analysis?f_ri=93117","dom_id":"work_15083336","summary":"at the Center for Needs Assessment and Planning. We bear full responsibility for all remaining flaws. FORUM is a nonrefereed section inviting readers' reactions and opinions.","downloadable_attachments":[{"id":43593008,"asset_id":15083336,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34113634,"first_name":"Roger","last_name":"Kaufman","domain_name":"independent","page_name":"RogerKaufman","display_name":"Roger Kaufman","profile_url":"https://independent.academia.edu/RogerKaufman?f_ri=93117","photo":"https://0.academia-photos.com/34113634/17866729/17885357/s65_roger.kaufman.jpg"}],"research_interests":[{"id":1180,"name":"Human Resource Development","url":"https://www.academia.edu/Documents/in/Human_Resource_Development?f_ri=93117","nofollow":false},{"id":4205,"name":"Data Analysis","url":"https://www.academia.edu/Documents/in/Data_Analysis?f_ri=93117","nofollow":false},{"id":65140,"name":"Models","url":"https://www.academia.edu/Documents/in/Models?f_ri=93117","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=93117","nofollow":false},{"id":93117,"name":"Environmental Scanning","url":"https://www.academia.edu/Documents/in/Environmental_Scanning?f_ri=93117"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_16134592 coauthored" data-work_id="16134592" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/16134592/National_Literacy_and_National_Literacy_and_Health_Resear_Health_Research_Pr_ch_Program_ogram_Needs_assessment_and_Needs_assessment_and_Envir_Environmental_scan_onmental_scan">National Literacy and National Literacy and Health Resear Health Research Pr ch Program ogram Needs assessment and Needs assessment and Envir Environmental scan onmental scan</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/16134592" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="918dd61b112a7d7f46070f7444deb52b" rel="nofollow" data-download="{"attachment_id":38880939,"asset_id":16134592,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38880939/download_file?st=MTczNDAyMzk3OSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="35250481" href="https://independent.academia.edu/JimFrankish">Jim Frankish</a><script data-card-contents-for-user="35250481" type="text/json">{"id":35250481,"first_name":"Jim","last_name":"Frankish","domain_name":"independent","page_name":"JimFrankish","display_name":"Jim Frankish","profile_url":"https://independent.academia.edu/JimFrankish?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-16134592">+3</span><div class="hidden js-additional-users-16134592"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/HemmingHeather">Heather Hemming</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ulaval.academia.edu/MargotKaszap">Margot Kaszap</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/DorisGillis">Doris Gillis</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-16134592'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-16134592').html(); } } new HoverPopover(popoverSettings); 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href="https://www.academia.edu/Documents/in/Multi-criteria_Decision_Analysis_infrastructure">Multi-criteria Decision Analysis infrastructure</a><script data-card-contents-for-ri="32110" type="text/json">{"id":32110,"name":"Multi-criteria Decision Analysis infrastructure","url":"https://www.academia.edu/Documents/in/Multi-criteria_Decision_Analysis_infrastructure?f_ri=93117","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=575441]'), work: {"id":575441,"title":"Euclid: strategic alternative assessment 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u-tcGrayDarkest"><div class="summarized">In this paper, we examine the impact of information and communications technologies (ICT) on government departments/agencies and the contribution of external agents to change and development programs. We present empirical evidence of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12538971" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In this paper, we examine the impact of information and communications technologies (ICT) on government departments/agencies and the contribution of external agents to change and development programs. We present empirical evidence of externally facilitated change to mindsets and patterns of behavior within local government through use of a scenario planning-based approach. Our aim was to facilitate the organizational actors' conduct of investigation of the 'limits of the possible' for a range of plausible futures and determination of strategic responses to these. Participants used their own current knowledge and understanding as a basis for development, with the introduction of external 'expertise' to challenge their thinking and to expand their understanding. Following this, we facilitated the participants' elucidation of key uncertainties on the future, exploration of the relationships between them and possible outcomes. The participants then constructed scenarios that outlined four possible and plausible futures. These held explicit meaning for the participants, enabled them to identify implications of each possible future in relation to structure and service requirements and informed analysis of current structure, service, etc. We compare and contrast the process and outcomes of our scenario-planning intervention (based on intuitive logics) with both those of other futures methodologies (decision analysis, Delphi and environmental scanning) and with other scenario methodologies (trend-impact analysis and cross-impact analysis). We argue that 0040-1625/$ -see front matter D</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12538971" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2dd6f9f026814df90f891a3bc251f055" rel="nofollow" data-download="{"attachment_id":46103920,"asset_id":12538971,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46103920/download_file?st=MTczNDAyMzk4MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="31435089" href="https://strath.academia.edu/GeorgeWright">George Wright</a><script data-card-contents-for-user="31435089" type="text/json">{"id":31435089,"first_name":"George","last_name":"Wright","domain_name":"strath","page_name":"GeorgeWright","display_name":"George Wright","profile_url":"https://strath.academia.edu/GeorgeWright?f_ri=93117","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_12538971 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12538971"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 12538971, container: ".js-paper-rank-work_12538971", }); 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We present empirical evidence of externally facilitated change to mindsets and patterns of behavior within local government through use of a scenario planning-based approach. Our aim was to facilitate the organizational actors' conduct of investigation of the 'limits of the possible' for a range of plausible futures and determination of strategic responses to these. Participants used their own current knowledge and understanding as a basis for development, with the introduction of external 'expertise' to challenge their thinking and to expand their understanding. Following this, we facilitated the participants' elucidation of key uncertainties on the future, exploration of the relationships between them and possible outcomes. The participants then constructed scenarios that outlined four possible and plausible futures. These held explicit meaning for the participants, enabled them to identify implications of each possible future in relation to structure and service requirements and informed analysis of current structure, service, etc. We compare and contrast the process and outcomes of our scenario-planning intervention (based on intuitive logics) with both those of other futures methodologies (decision analysis, Delphi and environmental scanning) and with other scenario methodologies (trend-impact analysis and cross-impact analysis). 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Empirical data was collected with a questionnaire from a sample of 84 manufacturing firms in southwestern Nigeria. It was observed that generally companies in the industry actively engage in systematic gathering, analyses and assimilation of information about the business environment as strategic input into planning. The main objective of firms’ search was to obtain information required to initiate or support strategies for competing in the domestic market. Central among the factors determining the companies’ level of intrusiveness into the environment are companies’ capacity to interpret changes in the environment, available channels of information and quality of information.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3086850" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="081ca80fdbc7f1d677c74cb46b375ea4" rel="nofollow" data-download="{"attachment_id":31013662,"asset_id":3086850,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31013662/download_file?st=MTczNDAyMzk4MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3549314" href="https://nacetem.academia.edu/AbiodunEgbetokun">Abiodun Egbetokun</a><script data-card-contents-for-user="3549314" type="text/json">{"id":3549314,"first_name":"Abiodun","last_name":"Egbetokun","domain_name":"nacetem","page_name":"AbiodunEgbetokun","display_name":"Abiodun Egbetokun","profile_url":"https://nacetem.academia.edu/AbiodunEgbetokun?f_ri=93117","photo":"https://0.academia-photos.com/3549314/1224326/12202144/s65_abiodun.egbetokun.jpg_oh_f0c46085e268dbf8b968e62517e053ad_oe_56ea472e"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-3086850">+1</span><div class="hidden js-additional-users-3086850"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/BoladaleAdebowale">Boladale Adebowale</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-3086850'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-3086850').html(); 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