Strategic foresight, in the sense of 'understanding the future' [R.A. Slaughter. Futures studies as an intellectual and applied discipline. American Behavioral Scientist 42(3) (1998) 372-385; A.N. Whitehead. Modes of Thought. Free Press, New York, 1966], can play a significant role in the long term success, or failure, of business corporations. However, in understanding the development and management of strategic foresight within business enterprises, instances where lack of foresight was exhibited, can be equally instructive, especially when these business organizations are some of the world's largest multinational corporations and they are faced with a situation they had met before: new market entry. By drawing on 42 in depth interviews, conducted by one of the authors with executives from Multinational Enterprises (MNEs) currently operating in China, this paper identifies the causes and consequences in the lack of foresight exhibited by many MNEs in their China-market entry strategies. In this way the foresight failure is distilled into two factors: Failure of understanding, and Failure of anticipation.
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机译:从“了解未来”的意义上讲战略远见[R.A.屠宰。期货研究是一门智力和应用学科。 American Behavioral Scientist(美国行为科学家)42(3)(1998)372-385;一个。怀特海。思维方式。自由出版社,纽约,1966年]可以在商业公司的长期成功或失败中发挥重要作用。但是,在了解商业企业内部战略远见的发展和管理时,表现出缺乏远见的情况同样具有启发性,特别是当这些商业组织是世界上最大的跨国公司中的一些,并且它们面临着自己所处的情况时之前认识的人:新市场进入。通过一位作者与目前在中国运营的跨国企业(MNEs)高管进行的42次深度访谈,本文确定了许多跨国企业在其进入中国市场的战略中缺乏远见的原因和后果。 。通过这种方式,预见性失败被归结为两个因素:理解失败和预期失败。
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