Abstract
This paper proposes that relating scenario planning with early warning scanning provides firms with synergic capabilities that help frame top management attention on possible future contexts and how they might unfold. The research is based on two case studies and makes two scholarly contributions: it discusses cognitive aspects in sensing by analyzing scenario planning and early warning scanning as dynamic capabilities; and it provides an exploration of the synergies between both. The paper may also help reflective scenario planners and competitive intelligence professionals to better connect their work.
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