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“Business wargaming” is a role‐playing simulation of a dynamic business situation that involves a series of teams, each assigned to assume the identity of an entity with a stake in the situation. The process steps for wargaming, important lessons to follow, and a case study are all presented in this article. Wargames offer unique benefits at two points in an organization’s strategic planning process: (1) at its outset, wargames are helpful to convert data and information (about markets, channels, competitors, etc.) into actionable intelligence for subsequent planning; (2) after a basic plan is developed, a wargame can test the plan to ensure it is robust enough to succeed in any realistic combination of events or actions. Attributes of a business wargame: (1) it involves intense competition among five to ten teams, each representing a distinct stakeholder (such as the market, key customers, suppliers, partners, competitors, channels, regulators); (2) the team interact based both on quantitative and qualitative information. Through the use of role playing, cultural issues, rivalries and other subjective factors guide development and assessment of strategies; (3) the wargame process forces a rigorous exam of a situation from multiple perspectives. The various points of view (some hostile) allow the company to recognize opportunities and threats otherwise not noticed using just an “inside‐out” approach; and (4) the gaming allows a broad range of ideas to be developed while the teams aggressively compete to outsmart each other. The time, cost, and effort in preparing a major wargame are spelled out. The case illustrates the potential pay‐off in situations where the wargame makes strategic choices apparent.

The focus of this paper is to examine the appropriateness of the use of “service packaging”, a concept capable of being adopted by tourism organisations to assist them in their ongoing effort to match capacity with demand, and the quality of services offered with that of tourists’ expectations. It is proposed here that adoption of the concept of packaging renders it possible for service organisations to manage demand fluctuation while, simultaniously, offering services which will consistently meet customer expectations. This paper concludes that customer satisfaction can be enhanced if tourists’ needs and expectations are considered during the design of the tourism packages offered. A tourism organisation’s strategic decision to adopt customer oriented concepts will ensure the effective management of resources.

This article develops a theoretical framework to investigate the interaction and coordination of decision‐making processes in a supply chain with multiple and inter‐dependent suppliers and customers.

The paper presents three longitudinal case studies on the decision coordination processes between a European toy supplier and three retailers.

The case studies found different mental models, decision‐making behaviours, coordination behaviours and ordering behaviours even though the toy supplier and the three retailers observed quite the same material flow behaviours. The study found explanations for these diverse behaviours by analysing the mental models and decision‐making behaviours of each involved party.

The findings explain the conditions which lead to undesirable mental models and decision‐making behaviours which affect the coordination of decisions among supply chain members.

This paper aims to address the questions of why, when and how business-to-business (B2B) firms engage in sustainability initiatives. The authors believe that this is the first attempt to address all three questions in a single paper, and one of the earliest to focus on these in B2B markets.

The sustainability initiatives of B2B firms throughout the value/supply chain were examined. Input data came from external sources and the firms themselves. Two conceptual frameworks were developed, illustrating why firms partake in sustainability initiatives and when and how they may do so.

This paper provides two conceptual frameworks that address why, when and how firms get involved in sustainability initiatives, and how they can better communicate their involvement to stakeholders.

To obtain a broader perspective of B2B firms’ involvement in sustainability initiatives, a variety of third-party sources were used, augmented with data from firm websites. Examples of firms the authors selected were constrained by the collection of firms described in student research papers.

This paper suggests useful guidelines for firms considering starting or expanding sustainability initiatives by providing frameworks that address why, when and how firms do so, with examples of firms illustrating engagement in each area. It also provides communication guidelines, necessary for enhancing stakeholder relations.

Integrating environmental sustainability within a firm’s strategy can improve corporate image and increase efficiency, while contributing to a better world environment.

A review of the corporate social responsibility (CSR) literature indicated that most research has focused on business-to-consumer markets. This paper addresses CSR in B2B markets, examining players at all levels of the value/supply chain: manufacturers, channel intermediaries and end-users.

The purpose of this paper is to provide a call to action to use a new theoretical framework for disaster researchers that focuses on using a critical approach to understanding differential disaster impacts due to systemic racism.

Using critical race theory (CRT) and Black Sociology, theoretical and disciplinary frameworks that center Black people and NBPOC as well as a focus in dismantling systemic racism and other oppressive systems, this article calls for a new approach – “disaster racism” – that builds on past discussions for a more nuanced theoretical approach to disaster studies.

Alongside CRT and Black Sociology, this study identifies two examples of the oppressive systems that create disparate impacts to disaster including slavery and the legacy of slavery and mass incarceration.

“Disaster racism” – a critically focused approach – should be used in the future rather than social vulnerability to further dismantle oppressive systems and institutions, which not only provides strong theoretical backing to research but also creates an actively anti-racist research agenda in the discipline of sociology of disaster.

The purpose of this paper is to put the paper by Jay Ogilvy in the context of current debates around the philosophical foundations of future studies.

The paper takes the form of a review and analyzes the current literature on foresight and philosophy of the future.

The paper finds that the practical challenge of taking a “scenaric stance”, as articulated in “Facing the fold”, cannot be addressed without going beyond the typically epistemological solutions proposed by most futurists.

The challenge is not finding ways to “know” the future, rather to find ways to live and act with not‐knowing the future.

The “scenaric stance” points to a way of embracing what Henri Bergson calls “the continuous creation of unforeseeable novelty.”

The “scenaric stance” offers one way of addressing the difficult, often deeply painful challenge of reconciling the desire for certainty with the desire to “be free” – in the Senian sense of capacity – by providing a way to embrace ambiguity and spontaneity.

The emergence of new solutions to how people think about the future rather than what kind of future reflects a confluence of events in the realms of theory and practice. The reason why one needs to and can rethink how one thinks about the future is original to the present conjuncture.