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The purpose of this paper is to understand how illusion of control (IOC) can affect the implementation of formal processes of environmental scanning in organizations.

Based on the proposed research question, an exploratory study was chosen, which could collaborate with future studies. There were conducted three semi-structured interviews with CEOs working in medium/large technology companies.

Behavioral traits were identified—such as overconfidence and underestimation of risks—which are directly related to the IOC’s theory. The belief that there is no added value to the company in adopting organizational strategic processes—such as environmental scanning—answers the research question and contributes to the development of new studies.

This study has as limitation the fact that it proposed the interviews to an inexpressive number of respondents, exclusively with the intention to explore better the relation between the IOC and the formal processes of environmental scanning.

This research advances the understanding of the difficulty in adopting formal environmental scanning practices in organizations. It can also help understand the motivations of executives for adopting (or not adopting) such practices. Finally, it is possible to know and understand the individual approach to environmental scanning, as well as its limitations.

This research discusses the themes of IOC and environmental scanning, demonstrating how cognitive factors can affect strategic decision making in an organization. Although the IOC is well-developed in the field of psychology, it can be very helpful in understanding business management and executive behavior.

Brunei Darussalam, a rentier state, aims to be one of the leading nations in the global halal industry, and logistics play a key role in realising the goal. However, even though logistics is a vital aspect of the halal supply chain, little is known about the halal logistics scene in Brunei. Therefore, this paper aims to discuss and uncover the various strengths, weaknesses, opportunities and threats surrounding the country's halal logistics sector.

The paper employs a subjective environmental scanning approach and a SWOT analysis technique through the author's observation of Brunei's halal logistics ecosystem from both intrinsic and extrinsic lenses.

The paper argues that substantial institutional support is an apparent strength, but the lack of halal logistics experts is a distinct weakness. Meanwhile, the growing use of technology presents an opportunity for the industry, but formidable regional competition poses a significant threat.

Despite the paper's qualitative approach, insights from it could offer a better understanding of halal logistics in Brunei and serve a platform for future research endeavours.

Being a rentier state that depends on a non-renewable source, this paper offers an alternative strategy to diversify the economy and venture into the halal economy.

This paper aims to contribute to the understanding of the concept of a trend and the discourse of trend analysis.

This paper concisely discusses the concept of trends, the value of trend analysis for strategic planning and hierarchical trend pyramids as a tool to scan and analyse trends.

The examples will be given of how specific mega, meso and micro trends are related within a hierarchic trend pyramid.

The tool of trend pyramids helps to structurally analyse and understand trends and developments. Such analysis and understanding are relevant for strategic foresight and scenario planning in leisure and tourism.

The literature on trend levels and pyramids is scarce and varies in interpretation. The aim of this paper is to integrate the various viewpoints into a useful instrument for the scanning and analysis of trends and developments.

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI process and organizational context is scant. This has resulted in a proliferation of fragmented literature duplicating identical endeavors. Although such pluralism expands the understanding of the idiosyncrasies of BI conceptualizations, attributes and characteristics, it cannot cumulate existing contributions to better advance the BI body of knowledge. In response, this study aims to provide an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones.

This paper reviews 120 articles spanning the course of 35 years of research on BI process, antecedents and outcomes published in top tier ABS ranked journals.

Building on a process framework, this review identifies major patterns and contradictions across eight dimensions, namely, environmental antecedents; organizational antecedents; managerial and individual antecedents; BI process; strategic outcomes; firm performance outcomes; decision-making; and organizational intelligence. Finally, the review pinpoints to gaps in linkages across the BI process, its antecedents and outcomes for future researchers to build upon.

This review carries some implications for practitioners and particularly the role they ought to play should they seek actionable intelligence as an outcome of the BI process. Across the studies this review examined, managerial reluctance to open their intelligence practices to close examination was omnipresent. Although their apathy is understandable, due to their frustration regarding the lack of measurability of intelligence constructs, managers manifestly share a significant amount of responsibility in turning out explorative and descriptive studies partly due to their defensive managerial participation. Interestingly, managers would rather keep an ineffective BI unit confidential than open it for assessment in fear of competition or bad publicity. Therefore, this review highlights the value open participation of managers in longitudinal studies could bring to the BI research and by extent the new open intelligence culture across their organizations where knowledge is overt, intelligence is participative, not selective and where double loop learning alongside scholars is continuous. Their commitment to open participation and longitudinal studies will help generate new research that better integrates the BI process within its context and fosters new measures for intelligence performance.

This study provides an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones. By so doing, the developed framework sets the ground for scholars to further develop insights within each dimension and across their interrelationships.

We offer a theoretical account of how two types of bricolage influence the entrepreneurial process. The first type involves social relationships or physical or functional assets, and thus pertains to an entrepreneurʼs external resources used in the instantiation of operations of a new venture. The second type pertains to an entrepreneurʼs internal resources‐experiences, credentials, knowledge, and certifications‐which the entrepreneur appropriates, assembles, modifies and deploys in the presentation of a narrative about the entrepreneurial process. We argue that both types of bricolage are essential to the success of a venturing attempt.

This paper aims to examine how competitive intelligence (CI) relates to the strategy formulation process of firms.

Due to the novelty of the phenomenon and to the depth of the investigation required to grasp the mechanisms and logics of CI, a multiple case study has been performed related to four companies located in Brazil that adopted CI practices within dedicated business units to inform and support strategic decision-making.

The authors provide detailed empirical evidence on the connection and use of CI practices throughout each stage of the strategy formulation process. Moreover, the study suggests that CI practices, despite their strategic relevance and diffusion, are still extensively adopted for tactical use.

This study sheds light on how CI practices may inform, support, and be integrated in the strategy formulation process, as few studies have done before.