George Burt
Biographic Data
| ID | 5245076 |
|---|---|
| NAME | George Burt |
| GIVEN NAMES | George |
| FAMILY NAME | Burt |
| SIGNATURE | BURT G |
| AFFILIATIONS | University of Strathclyde |
| ORCID | 0000-0002-2567-6491 |
| VERIFIED | Yes |
| TOTAL WORKS | 11 |
| TOTAL CITATIONS | 54 |
| AUTHOR COUNT | 11 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1997 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 4 |
Approaching the future: Blueprinting and Wayfinding in corporate foresight enactment
Corporate foresight has predominantly been conceptualized as an organizational capability, especially in the context of organizational transformation. Therefore, it is viewed as something that firms either have or do not have rather than as something people do. Consequently, the literature on corporate foresight contains surprisingly little insights about how such corporate foresight is enacted by people within organizations through distinct “fut…
Unlocking dynamic capabilities in the Scotch whisky industry, 1945–present
In this article we examine the development of the Scotch whisky industry since 1945 through the lens of dynamic capabilities. We explain how sui generis acts-novel initiatives outwith the established repertoire of practices of a firm or industry-by external actors joining the industry helped unlock dynamic capabilities at the firm level in the industry which in turn drove change across the sector after a series of takeovers. We detail the key str…
Overcoming multi-stakeholder fragmented narratives in land use, woodland and forestry policy: The role scenario planning and ‘dissociative jolts’
Rigidities of imagination in scenario planning: Strategic foresight through ‘Unlearning’
Learning the future faster—The role of Vickers Appreciative System
Scenario planning interventions in organizations: An analysis of the causes of success and failure
Pre-determined elements in the business environment: Reflecting on the legacy of Pierre Wack
Seeing” for organisational foresight
Enhancing foresight between multiple agencies: Issues in the use of scenario thinking to overcome fragmentation
First steps: Towards purposeful activities in scenario thinking and future studies
Recognising The Value of Cross Cultural Diversity in International Management Development Programmes
There is a growing requirement for multi‐cultural, transnationally competent managers in to‐day's global economy. However, the impact of culture, positive and negative, on management development programmes is often recognised, but not formally addressed. The cultural diversity of students undertaking management development programmes, such as an MBA, presents great opportunities to business school educators to facilitate the development of vital …
First steps: Towards purposeful activities in scenario thinking and future studies
Enhancing foresight between multiple agencies: Issues in the use of scenario thinking to overcome fragmentation
Scenario planning interventions in organizations: An analysis of the causes of success and failure
Pre-determined elements in the business environment: Reflecting on the legacy of Pierre Wack
Unlocking dynamic capabilities in the Scotch whisky industry, 1945–present
In this article we examine the development of the Scotch whisky industry since 1945 through the lens of dynamic capabilities. We explain how sui generis acts-novel initiatives outwith the established repertoire of practices of a firm or industry-by external actors joining the industry helped unlock dynamic capabilities at the firm level in the industry which in turn drove change across the sector after a series of takeovers. We detail the key str…
Seeing” for organisational foresight
Recognising The Value of Cross Cultural Diversity in International Management Development Programmes
There is a growing requirement for multi‐cultural, transnationally competent managers in to‐day's global economy. However, the impact of culture, positive and negative, on management development programmes is often recognised, but not formally addressed. The cultural diversity of students undertaking management development programmes, such as an MBA, presents great opportunities to business school educators to facilitate the development of vital …
First steps: Towards purposeful activities in scenario thinking and future studies
Pre-determined elements in the business environment: Reflecting on the legacy of Pierre Wack
Seeing” for organisational foresight
Enhancing foresight between multiple agencies: Issues in the use of scenario thinking to overcome fragmentation
Scenario planning interventions in organizations: An analysis of the causes of success and failure
Learning the future faster—The role of Vickers Appreciative System
Rigidities of imagination in scenario planning: Strategic foresight through ‘Unlearning’
Overcoming multi-stakeholder fragmented narratives in land use, woodland and forestry policy: The role scenario planning and ‘dissociative jolts’
Unlocking dynamic capabilities in the Scotch whisky industry, 1945–present
In this article we examine the development of the Scotch whisky industry since 1945 through the lens of dynamic capabilities. We explain how sui generis acts-novel initiatives outwith the established repertoire of practices of a firm or industry-by external actors joining the industry helped unlock dynamic capabilities at the firm level in the industry which in turn drove change across the sector after a series of takeovers. We detail the key str…
Approaching the future: Blueprinting and Wayfinding in corporate foresight enactment
Corporate foresight has predominantly been conceptualized as an organizational capability, especially in the context of organizational transformation. Therefore, it is viewed as something that firms either have or do not have rather than as something people do. Consequently, the literature on corporate foresight contains surprisingly little insights about how such corporate foresight is enacted by people within organizations through distinct “fut…
Business (8 works) · Computer Science (7 works) · Political science (6 works) · Complex Systems and Decision Making (5 works) · Futures studies (5 works) · Innovation and Knowledge Management (5 works) · Marketing (5 works) · Marketing (5 works) · Sociology (5 works) · Knowledge management (4 works)