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Cited by

• 2011Environmental uncertainty, foresight and strategic decision making: An integrated study239 cited
• 2010Strategic foresight in corporate organizations: Handling the effect and response uncertainty of technology and social drivers of change184 cited
• 2019Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM145 cited
• 2009Expert opinions on carbon dioxide capture and storage—A framing of uncertainties and possibilities136 cited
• 2019Horizon Scanning in Foresight – Why Horizon Scanning is only a part of the game134 cited
• 2017Sustainable development of China's energy intensive industries: From the aspect of carbon dioxide emissions reduction133 cited
• 2014Learning to use the future: developing foresight capabilities through scenario processes121 cited
• 2013Rethinking the 2 × 2 scenario method: Grid or frames?114 cited
• 2013The organisation of Corporate Foresight: A multiple case study in the telecommunication industry109 cited
• 2016Augmenting the intuitive logics scenario planning method for a more comprehensive analysis of causation103 cited
• 2012Scenario orientation and use to support strategy development95 cited
• 2018Scenario analysis to support decision making in addressing wicked problems: Pitfalls and potential92 cited
• 2016Reinvigorating the scenario technique to expand uncertainty consideration