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The idea that environmental scanning can be a key factor in sustained competitive advantage calls for the integration of business strategy and the environment. Not surprisingly, environmental scanning is widely viewed as the first step in the process that links strategy and the environment. The main debate over the roles of strategy and environment is nowadays concerned with the primary importance of environmental scanning to strategy formulation and implementation. More specially, effective scanning of the environment is seen as necessary to the successful alignment of competitive strategies with environmental requirements and the achievement of outstanding performance in small- and medium-sized enterprises (SMEs). This chapter explores the above relationship in the British electronic manufacturing industry. It is based on the empirical evidence and the findings of a survey of 132 Chief Executive Officers’ (CEO) views on environmental scanning and strategy in SMEs. It is concluded that there is a significant relationship between increasing the environmental scanning of the firm, and the success of small- and medium-sized manufacturing firms in electronic industry. Accordingly, because of the dynamic nature of the electronics industry, obtaining information on environmental factors facilitates alignment between business strategy and its environment.

The purpose of this article is to identify points of conceptual conflict between evidence‐based policy research and horizon (environmental) scanning.

The paper begins with a brief history of foresight in UK government, then describes the current government context for horizon scanning. Next, it defines horizon scanning as a method; highlights the contradictions between horizon scanning and more traditional empirical research; and offers suggestions to improve the rigor of horizon scanning.

Increased focus on defining the rules for source identification and scan data validation can enhance credibility.

Current horizon scanning work in the UK government suggests these methodological improvements, but proof will wait upon completion and deployment of several ongoing horizon scans.

Provides improved acceptability and dissemination of horizon scanning as a tool, as well as heightened engagement of policy‐makers, planners, and leaders with horizon scanning output.

There has been little previous work exploring the cultural constraints on adoption of horizon scanning within the evidence‐based polity context.

Many physically challenged users cannot interact with a computer through a conventional keyboard and mouse. They may interact with a computer through one or two switches with the help of a scanning mechanism. In this paper we present a new scanning technique based on clustering screen objects and then compare it with two other scanning systems by using a simulator. The analysis shows that the best scanning system is a type of block scanning that divides the screen in four equal sized partitions for four iterations and then switches to eight‐directional scanning. However, with a more accurate target acquisition process, the cluster scanning technique is found to outperform other scanning systems.

This paper aims to present a new input interaction system for people with severe disabilities. The new system works based on eye gaze tracking and single switch scanning interaction techniques. It combines eye gaze tracking and scanning in a unique way which is faster than only scanning‐based systems while more comfortable to use than only eye gaze tracking‐based systems, which is also supported by a user study.

The aim was to design a new interaction technique combining eye tracking and scanning technique for severely disabled people. A comparative study with eight users involving only an eye tracking system and the system combining eye tracking and scanning was conducted.

The participants rated the new system easier and less strenuous to use than the eye gaze tracking‐based system, while the new system did not slow the speed of interaction.

This new method based on eye gaze tracking and single switch scanning interaction techniques has potential to be a new interaction technique combining free source eye tracker and scanning switches. It is hoped users who can move a limb to use a single switch‐based scanning system will be hugely benefitted by this new system.

The purpose of this paper is to investigate the research approach to optimize shape accuracy, dimensional accuracy and density of customized orthodontic production fabricated by selective laser melting (SLM).

A series of process experiments were applied to fabricating customized brackets directly by SLM, using 316L stainless steel. Shape accuracy can be optimized through the study on fabricating characteristics of non‐support overhanging structure. A scanning strategy combining contour scanning with orthogonal scanning, which differ in scanning speed and spot compensations, was proposed to improve dimensional accuracy. Scanning laser surface re‐melting was added to enhance the SLM density.

Optimized SLM parameters lead to high shape precision of customized brackets, and the average size error of bracket slot is less than 10 μm. The customized brackets density is more than 99 per cent, and the surface quality and mechanical properties meet the requirements.

The paper presents the state of the art in SLM of customized production (especially medical appliances) by optimizing part properties. It is the first time that SLM is employed in the manufacturing of customized orthodontic products. It shows the original research on overhanging structure and compound scanning strategy, approach to optimize SLM part accuracy. An improved laser surface re‐melting is employed in the density optimization.

A study of ABB, Shell and CP Group of companies in Thailand found that the scope and management of environmental scanning activities within organizations evolve continuously as a result of volatility of the environment and the diverse nature of businesses. In the case of ABB and Shell the respective regional head office along with global head quarter participate actively in the process of environmental scanning in order to make strategic choices and grant approvals for operating budgets and new investments. The regional head quarter, in the case of ABB and Shell, plays the intervening role as information and capital resource provider whereas the country offices collect specific information at the industry and market levels and use it for implementing specific programs. In the case the of CP Group, the president and several vice presidents at the head office in Thailand play the bulk of the role in environmental scanning. All companies use business performance indicators to review the scope and the management of their environmental scanning practices.

This chapter attempts to reinvigorate scholarly interest in executive scanning by outlining a model to guide future research on executive search within the context of international strategy. Executive scanning has received considerable empirical attention but only limited theoretical attention. Most of this research has studied scanning as the receipt rather than the search for information. Based on the application of learning theory, we outline a model advancing two broad categories of executive search exploitative and explorative, consisting of six specific search behaviors. We advance search as integral to managerial decisions relating to the various aspects of internationalization, notably choice of location, corporate strategy, and mode of entry. The implications for future research are presented.

The external environment is becoming more uncertain and volatile. To be successful and retain competitiveness, organisations have to regularly detect external signals, systematically process and use such information. Environmental scanning is an effective way for organisations to adapt to their external environment by overcoming threats and grasping opportunities. However, some organisations may not be able to conduct environmental scanning due to lack of resources or adequately trained personnel. To satisfy their needs of environmental knowledge, they may have to outsource for such kind of information services, provide training for their existing staff, or hire specialised business information professional. As there is a degree of overlap between information management and environment scanning activities, some of the competencies covered by current LIS programs in Asia would be useful for undertaking environmental scanning activities. Nevertheless, information professionals still need an additional set of competencies to effectively provide this service. For example, LIS professionals would need a basic understanding of business and marketing principles to effectively understand and meet the information needs of their clients; improve their knowledge of various kinds of specialised business information sources and planning. This chapter first introduces the concept of external environment, the definition and process of environment scanning, and how environmental intelligence could be used for strategic planning and organisational learning. Then it discusses the role of environmental scanning as an emerging discipline for LIS education, covering topics as environmental scanning based information services and competencies required for conducting environmental scanning. Finally, it provides an overview of efforts have been made by LIS education programs in Asia in imparting new skills to their graduates for undertaking environmental scanning activities.

This paper examines the connection between environmental scanning for market intelligence, organizational culture and generic strategies. The generic strategies, based on the Miles and Snow typology, are related to the organizational culture types developed by Deshpande et al. An enhanced model of the one proposed by Deshpande et al. is presented. By providing a more complete model, it is possible to more accurately represent an organization’s interaction with its environment with respect to its generic strategy and scanning approach. Propositions are presented pertaining to the type of scanning approach utilized by organizations in each quadrant. The paper concludes with planning implications for each quadrant.