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Long-term Thinking in Organizations

Author

Listed:
  • Tom Barnett
  • Michael James Bowes
  • Jerry White
  • Anwar Zaib

Abstract

Long-term thinking is investigated in five sectors: energy, finance, hotels, mining and pharmaceuticals. 1 The objectives of the study were to ascertain the prevalence of long-term thinking in these sectors. In addition, the benefits and barriers of implementing long-term thinking in these sectors were assessed. The research method incorporated a combination of qualitative and quantitative data collection. Within each sector, target companies were selected based on criteria of relevance and accessibility. Individuals were then identified for questionnaire administration and/or interview participation. Respondents consisted of Board executives and senior and middle managers, selected as being directly involved with strategic decision making.

Suggested Citation

  • Tom Barnett & Michael James Bowes & Jerry White & Anwar Zaib, 2017. "Long-term Thinking in Organizations," Vision, , vol. 21(2), pages 109-128, June.
    • Handle: RePEc:sae:vision:v:21:y:2017:i:2:p:109-128
    DOI: 10.1177/0972262917699656
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    References listed on IDEAS

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    1. Thomas Princen, 2009. "Long-Term Decision-Making: Biological and Psychological Evidence," Global Environmental Politics, MIT Press, vol. 9(3), pages 9-19, August.
    2. Thomas Dyllick & Kai Hockerts, 2002. "Beyond the business case for corporate sustainability," Business Strategy and the Environment, Wiley Blackwell, vol. 11(2), pages 130-141, March.
    3. Peter Jones & Daphne Comfort & David Hillier, 2009. "Marketing Sustainable Consumption within Stores: A Case Study of the UK’s Leading Food Retailers," Sustainability, MDPI, vol. 1(4), pages 1-12, October.
    4. Crouhy, Michel & Galai, Dan & Mark, Robert, 2000. "A comparative analysis of current credit risk models," Journal of Banking & Finance, Elsevier, vol. 24(1-2), pages 59-117, January.
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