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dc.contributor.authorBurt, Georgeen_UK
dc.contributor.authorMackay, Daviden_UK
dc.contributor.authorPerchard, Andrewen_UK
dc.description.abstractIn this paper we explore the phenomenon of managerial hyperopia. Hyperopia is a metaphorical term adopted from ocular science referring to long-sightedness-a condition of being able to focus clearly on that which is far away but not that which is nearby. Managerial hyperopia describes a managerial approach that focuses with acuity on that which is far off (temporally, spatially or cognitively) whilst failing to interpret and manage that which is close at hand. Hyperopia is pathology of a managerial approach that habitually favours the long term to the extent that the short-term is marginalised. Hyperopia is thus distinct from far-sightedness, or foresight, which is an understanding of that which is to come about. As a response to environmental flux, the emergence of managerial hyperopia contradicts existing theory which predicts short-sighted managerial responses. Based on longitudinal empirical evidence from a single qualitative case study we argue that managerial hyperopia can emerge from an over-emphasis on foresight activities in a top management team in a period of time considered as turbulent. Further, we suggest that without counterbalancing operational attention, goal-oriented foresight activities may compound this and unintentionally lead to detrimental organizational performance in the here and now.en_UK
dc.relationBurt G, Mackay D & Perchard A (2015) Managerial hyperopia: A potential unintended consequence of foresight in a top management team?. Technological Forecasting and Social Change, 101, pp. 134-146.
dc.rightsThe publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.en_UK
dc.subjectForesightful learningen_UK
dc.subjectScenario planningen_UK
dc.subjectUnintended consequencesen_UK
dc.titleManagerial hyperopia: A potential unintended consequence of foresight in a top management team?en_UK
dc.typeJournal Articleen_UK
dc.rights.embargoreason[Burt et al_TFSC_2015.pdf] The publisher does not allow this work to be made publicly available in this Repository therefore there is an embargo on the full text of the work.en_UK
dc.citation.jtitleTechnological Forecasting and Social Changeen_UK
dc.type.statusVoR - Version of Recorden_UK
dc.contributor.affiliationCentre for Advanced Management Educationen_UK
dc.contributor.affiliationCentre for Advanced Management Educationen_UK
dc.contributor.affiliationManagement, Work and Organisationen_UK
rioxxterms.typeJournal Article/Reviewen_UK
local.rioxx.authorBurt, George|en_UK
local.rioxx.authorMackay, David|en_UK
local.rioxx.authorPerchard, Andrew|0000-0003-3227-6485en_UK
local.rioxx.projectInternal Project|University of Stirling|
local.rioxx.filenameBurt et al_TFSC_2015.pdfen_UK
Appears in Collections:Management, Work and Organisation Journal Articles

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