Strategy Under Extreme Institutional Shock: Scenario Planning, Foresight, and Strategic Management in the Face of Radical Uncertainty
DETAILS
Call for Papers
Strategy Under Extreme Institutional Shock: Scenario Planning, Foresight, and Strategic Management in the Face of Radical Uncertainty
Journal: Journal of Strategy and Management
Publisher: Emerald Publishing
Special Issue
Manuscript Submission Deadline: 30 March 2027
Expected Publication: January 2029
The Journal of Strategy and Management invites submissions for a Special Issue examining how organizations formulate and implement strategy when extreme disruptions destabilize institutional structures, established assumptions, sources of authority, and conventional approaches to strategic decision-making.
About the Special Issue
Organizations increasingly operate in environments shaped by pandemics, geopolitical conflict, climate-related disasters, cyber threats, technological discontinuities, and rapid advances in generative artificial intelligence. Such events can produce radical uncertainty in which established strategic frameworks and institutional expectations may no longer provide reliable guidance.
This Special Issue seeks to advance understanding of how organizations interpret extreme uncertainty, preserve or rebuild legitimacy, develop resilience, exercise strategic foresight, and adapt decision-making during profound institutional disruption. It particularly encourages research that uses extreme institutional shocks and high-impact, low-probability events to extend or challenge existing strategy and management theories.
Topics of Interest
Submissions may address, but are not limited to:
Extreme Institutional Shocks (EIS) and strategy theory
High-Impact, Low-Probability (HILP) events
Strategic decision-making under radical uncertainty
Dynamic capabilities under extreme novelty
Epistemic and Knightian uncertainty
Organizational resilience and strategic adaptation
Strategic clarity during institutional disruption
Strategic responses to pandemics
Climate tipping points and organizational strategy
AI discontinuities and algorithmic authority
Institutional legitimacy during major disruptions
Trust erosion and organizational re-legitimation
Managerial sensemaking under extreme ambiguity
Cognitive framing during crises
Strategy-as-practice during institutional disruption
Real Options reasoning under uncertainty
Strategic foresight and organizational preparedness
Scenario planning for extreme events
Paradigm-breaking events and strategic responses
Responsible innovation and institutional stability
Governance under conditions of disruption
Societal Relevance
The Special Issue aims to generate insights relevant to business leaders, policymakers, public-sector organizations, and civil society seeking to strengthen organizational and societal resilience.
It aligns particularly with:
SDG 8: Decent Work and Economic Growth
SDG 9: Industry, Innovation and Infrastructure
SDG 16: Peace, Justice and Strong Institutions
Submission Information
Manuscript Submission Deadline: 30 March 2027
Expected Special Issue Publication: January 2029
Manuscripts should be submitted through the Journal of Strategy and Management ScholarOne Manuscripts portal.
Authors should follow the journal's submission and author guidelines when preparing their manuscripts.
Guest Editors
James Bezjian, PhD
The Citadel Military College of South Carolina
Tommy and Victoria Baker School of Business, Charleston, South Carolina, USA
Email: jbezjian@citadel.edu
Jose Godinez
Email: Jose_Godinez@uml.edu
Veselina Stoyanova
Email: v.stoyanova@bham.ac.uk
Arpit Sharma
Email: asharma@citadel.edu
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