Scenario planning at business unit level

The scenario planning literature is focused on corporate level interventions. There is a general consensus on the method, but there is little debate about the stages involved in building and using the scenarios. This article presents a case study of a scenario planning intervention, which was conducted at a business unit of the British division of one of the largest beauty and cosmetic products multinationals. The method adopted in this case study has some fundamental differences to the existing models used at corporate level. This research is based on the principles of autoethnography, since its purpose is to present self-critical reflections, enhanced by reflective and reflexive conversations on a scenario planning method used at business unit level. The critical reflections concern a series of critical incidents which distinguish this method from existing intuitive logic scenario planning models which are used at corporate level planning. Ultimately this article contributes to the scenario planning method literature by providing insights into its practice at business unit level. © 2012 Elsevier Ltd.

Tensions in (re)presenting the self in reflexive autoethnographical research

The purpose of this paper is to explore a number of tensions arising in the presentation of autoethnographical research. The paper provides a reflexive autoethnographical account of undertaking and publically presenting autoethnographical research. The paper problematises the extent and form of disclosure; the voice and representation of the researcher; the difficulties in dealing with sensitive subjects; conflicts between public and private domains; questions of validity; the extent and form of theorisation of autoethnographical narratives; and emotion and performativity in presenting autoethnographical research. The paper provides an analysis of the potential of autoethnography, while exploring the presentational and performative context of academia. © 2011, Emerald Group Publishing Limited.