| The origins and evolution of scenario techniques in long range business planning R Bradfield, G Wright, G Burt, G Cairns, K Van Der Heijden Futures 37 (8), 795-812, 2005 | 1828 | 2005 |
| The sixth sense: Accelerating organizational learning with scenarios K Van der Heijden, R Bradfield, G Burt, G Cairns, G Wright John Wiley & Sons, 2009 | 737 | 2009 |
| First steps: towards purposeful activities in scenario thinking and future studies G Burt, K van der Heijden Futures 35 (10), 1011-1026, 2003 | 227 | 2003 |
| The role of scenario planning in exploring the environment in view of the limitations of PEST and its derivatives G Burt, G Wright, R Bradfield, G Cairns, K Van Der Heijden International Studies of Management & Organization 36 (3), 50-76, 2006 | 194 | 2006 |
| Why are we surprised at surprises? Integrating disruption theory and system analysis with the scenario methodology to help identify disruptions and discontinuities G Burt Technological Forecasting and Social Change 74 (6), 731-749, 2007 | 142 | 2007 |
| Relevance or ‘relevate’? How university business schools can add value through reflexively learning from strategic partnerships with business S Paton, R Chia, G Burt Management Learning 45 (3), 267-288, 2014 | 131 | 2014 |
| Exploring e-government futures through the application of scenario planning G Cairns, G Wright, R Bradfield, K Van Der Heijden, G Burt Technological Forecasting and Social Change 71 (3), 217-238, 2004 | 107 | 2004 |
| Scenario planning interventions in organizations: An analysis of the causes of success and failure G Wright, K Van der Heijden, G Burt, R Bradfield, G Cairns Futures 40 (3), 218-236, 2008 | 92 | 2008 |
| Rigidities of imagination in scenario planning: Strategic foresight through ‘Unlearning’ G Burt, AK Nair Technological Forecasting and Social Change 153, 119927, 2020 | 89 | 2020 |
| Enhancing foresight between multiple agencies: issues in the use of scenario thinking to overcome fragmentation G Cairns, G Wright, K Van der Heijden, R Bradfield, G Burt Futures 38 (8), 1010-1025, 2006 | 73 | 2006 |
| Learning with scenarios: Summary and critical issues G Burt, TJ Chermack Advances in Developing Human Resources 10 (2), 285-295, 2008 | 71 | 2008 |
| Sixth sense: accelerating organizational learning with scenarios KA Heijden (No Title), 2002 | 69 | 2002 |
| Scaling sustainability: Regulation and resilience in managerial responses to climate change H Goworek, C Land, G Burt, M Zundel, M Saren, M Parker, B Lambe British Journal of Management 29 (2), 209-219, 2018 | 64 | 2018 |
| The psychology of why organizations can be slow to adapt and change G Wright, K Van Der Heijden, R Bradfield, G Burt, G Cairns Journal of General Management 29 (4), 21-36, 2004 | 61 | 2004 |
| How environmental protection agencies can promote eco-innovation: The prospect of voluntary reciprocal legitimacy C Ball, G Burt, F De Vries, E MacEachern Technological Forecasting and Social Change 129, 242-253, 2018 | 56 | 2018 |
| Towards a framework to understand purpose in Futures Studies: The role of Vickers' Appreciative System G Burt, K van der Heijden Technological Forecasting and Social Change 75 (8), 1109-1127, 2008 | 56 | 2008 |
| Openness disposition: Readiness characteristics that influence participant benefits from scenario planning as strategic conversation G Burt, DJ Mackay, K van der Heijden, C Verheijdt Technological Forecasting and Social Change 124, 16-25, 2017 | 52 | 2017 |
| Revisiting and extending our understanding of Pierre Wack's the gentle art of re-perceiving G Burt Technological Forecasting and Social Change 77 (9), 1476-1484, 2010 | 43 | 2010 |
| Strategic learning, foresight and hyperopia D Mackay, G Burt Management Learning 46 (5), 546-564, 2015 | 40 | 2015 |
| Epigenetic change: new from the seeds of the old G Burt Strategic Change 12 (7), 381-393, 2003 | 36 | 2003 |
George WrightStrathclyde Business School, University of StrathclydeZweryfikowany adres z strath.ac.uk
