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Despite an increasing body of research focusing on two-way interactions in strategy events, more empirical insights are needed to fully understand the performative aspects of such interactions. Based on a video- ethnography drawing on recorded data of Annual General Meetings (AGMs) from seven companies across different industry contexts, we explore how these interactions are strategically performed through particular sets of discursive practices. As an answer to the study's driving research question "How do top managers manage two-way interactions with the audience of an AGM?" we provide details on how an emergent model based on two types of interactions was developed from observed themes and aggregate dimensions. Using that emergent model, we build the argument that the performance of top managers in AGMs during two-way interactions follow certain distinct patterns, and these patterns are determined by how the audience members initiate the interactions.

The purpose of this paper is to contribute to the growing field of foresight process theory. Scanning the environment and assessing uncertainty are among the most important managerial activities in strategizing and decision-making. Although their significance in the strategy process is well documented, there is limited research on how uncertainty captured is analysed and interpreted by individuals without any formalised processes in order to anticipate the future. This paper examines how analysts from a professional service company, which specialises in forward-looking analysis, develop foresight, and how they determine the potential impact of their judgements. Within this in-depth inductive case study, firstly we explore forward-looking analysis as a foresight process. Secondly, we investigate how sensemaking takes place within forward-looking analysis. Thirdly, we advance the knowledge on the relationship between foresight and sensemaking; and specifically we show with empirical evidence that prospective sensemaking can be both ‘future perfect’ (Weickian) and ‘future oriented’ (post-Weickian).

In this Introduction, we review the logic that underpinned our earlier call for papers and compare and contrast the papers selected with those selected for a similarly-themed special issue of this journal that was published in 2013. We demonstrate changing research emphases and concerns and then go on to review the contents of the eighteen selected papers that comprise the current special issue.

The relationship between uncertainty and firms' risk-taking behaviour has been a focus of investigation since early discussion of the nature of enterprise activity. Here, we focus on how firms' perceptions of environmental uncertainty and their perceptions of the risks involved impact on their willingness to undertake green innovation. Analysis is based on a cross-sectional survey of UK food companies undertaken in 2008. The results reinforce the relationship between perceived environmental uncertainty and perceived innovation risk and emphasise the importance of macro-uncertainty in shaping firms' willingness to undertake green innovation. The perceived (market-related) riskiness of innovation also positively influences the probability of innovating, suggesting either a proactive approach to stimulating market disruption or an opportunistic approach to innovation leadership.

E-learning and e-learning applications/tools are available to all educators thanks to the evolution of technology and the internet. Although a great variety of technologies are available it is not always obvious how these can be integrated in traditional teaching to support and enhance the learning experience. The majority of the existing literature proposes the use of blogging as an activity that students should do in order to increase their active participation in learning. This article presents the use of blogspots in the teaching of Strategic Management as a tool used to create greater linkages between theory and practice, discussing the evolution of its utilisation in my modules, the current state of use and a series of reflections on experience gained from its use so far. Overall, I have found that there is limited literature on how blogging could link to teaching activities and its utilisation should be viewed as learning by doing which is evaluated and improved by critical reflection of the user.

The evaluation study used econometric techniques and evidence on both users and non-users of UKTI trade services to investigate the impact of UKTI support on business investment in Research and Development (R&D). It found evidence that trade support generates additional R&D of around £65k per firm, with key UKTI services such as the Tradeshow Access Programme, Export Marketing Research Scheme, Website business opportunities alerts, and Passport to Export scheme tending to generate the strongest R&D impact. The research also confirmed that innovative and growing firms were most likely to show positive R&D impact and there was clear evidence of UKTI service complementarity, with the R&D impact stronger for multiple service use.

Scenario Planning is a strategy tool with growing popularity in both academia and practical situations. Current practices in the teaching of scenario planning are largely based on existing literature which utilises scenario planning to develop strategies for the future, primarily considering the assessment of perceived macro-external environmental uncertainties. However there is a body of literature hitherto ignored by scenario planning researchers, which suggests that Perceived Environmental Uncertainty (PEU) influences micro-external or industrial environmental as well as the internal environment of the organisation. This paper provides a review of the most dominant theories on scenario planning process, demonstrates the need to consider PEU theory within scenario planning and presents how this can be done. The scope of this paper is to enhance the scenario planning process as a tool taught for Strategy Development. A case vignette is developed based on published scenarios to demonstrate the potential utilisation of the proposed process.

Strategy development is an issue of great importance for the practitioners and at the centre of the academic research over the last century. This thesis concentrates on the investigation of strategy from the development and implementation process point of view. In particular, this thesis presents a study on the relationship between organisational direction and performance measurement. Organisational direction manifests the purpose of the existence for the organisation and its future desired state, while performance measurement is a monitoring and control mechanism for the assessment of the performance achievements. It is a common place that organisational success requires the alignment between organisational direction and performance measurement. On this topic, the existing published literature includes a significant number of recommendations on how to manage effectively the relationship between organisational direction and performance measurement; nevertheless, there is a distinct lack of empirical evidences on the current status and trends of this relationship. Therefore, this thesis examines the interrelationship and interdependencies between these two concepts. The present research has been conducted through three different empirical investigations: an exploratory case study, a survey and follow up interviews. The exploratory case study examines the relationship between organisational direction and performance within an academic institution, the University of Warwick. The survey, was built on the observations made on the exploratory case study, and examined the role of organisational direction and performance measurement in the success of the strategic development process. Finally, the follow up interviews have been undertaken in order to enhance the findings of the survey and to provide insights and explanations for the variations observed in the survey. Synthesising the results from the three empirical investigations, it is attempted to describe the trends, dynamics and practicalities of the relationship between organisational direction and performance measurement and to present the determinants of this relationship.