Abstract
In this paper, we will attempt to throw new light on the increasingly relevant, albeit not new, subject of strategic scanning by applying a learning perspective to well-known theoretical approaches to strategic scanning and issue management. The reason for doing so is quite simple - in hyper-competitive markets, it has never been more important to be able to scan the environment and learn from the signals of the scanning system. At the same time, theories of organisational learning have risen to prominence in management research only relatively recently and, thus, many years after the strategic scanning was first discussed. The main contribution of the paper is an analysis of three theoretical approaches to strategic scanning investigating their potential for creating and securing organisational learning.
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