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首页> 外文期刊>International Journal of Business and Management >Prospects for the Application of Strategic Foresight in the Tunisian Context: The Case of Industrial Companies
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Prospects for the Application of Strategic Foresight in the Tunisian Context: The Case of Industrial Companies

机译：战略预见在突尼斯背景下的应用前景：以工业公司为例

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摘要

If foresight aims at providing information and analyses which will allow better considering the uncertainties andthe turbulences of the environment; strategic foresight would be a management tool which controls the necessityof ensuring the serious attempts of investigating the future before making decisions. The survival of theorganization, its development and its evolution depends on this exploration. Through this research, we have tried to describe the practice of strategic foresight by the Tunisian companiesand consequently their capacity to adopt such approach. More specifically, through an administered questionnaire with 39 industrial companies, we have tried to explainthe factors allowing a better understanding of the mechanisms determining the companies' commitment in thefield of strategic foresight. The empirical results have shown that the adoption of strategic foresight by companies which would be reducedto the adoption of a preactive and a proactive attitude towards changes, would be the answer to the limitations ofthe classical methods of planning which the manager resorts to in his daily management, would require theimplication of the various concerned actors, and finally, would be most of all interested in large companies.However, foresight tools do not seem to affect the companies' adoption of strategic foresight. Thereby, for the Tunisian managers, strategic foresight is essentially perceived as a state of mind, an attitudefacing the complexity of the problems they are confronting.
机译：如果有远见的目的是提供信息和分析，以便更好地考虑环境的不确定性和动荡;战略性远见将是一种管理工具，可控制在做出决定之前确保认真研究未来的必要性。组织的生存，发展和演变取决于这一探索。通过这项研究，我们试图描述突尼斯公司的战略远景实践，从而描述其采用这种方法的能力。更具体地说，通过对39家工业公司的管理问卷，我们试图解释了哪些因素可以更好地理解决定公司在战略远景领域中的承诺的机制。实证结果表明，公司采用战略远见将被简化为对变革采取积极主动的态度，这将是经理在日常管理中所采用的经典计划方法局限性的答案。 ，这将需要各个相关参与者的暗示，最后，将是对大公司最感兴趣的事物。但是，前瞻性工具似乎并不会影响公司采用战略性前瞻性。因此，对于突尼斯的管理者而言，战略远见本质上被视为一种心态，一种面对他们所面临问题的复杂性的态度。

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