| 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 | 1692 | 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 | 714 | 2009 |
| Does the intuitive logics method–and its recent enhancements–produce “effective” scenarios? G Wright, R Bradfield, G Cairns Technological Forecasting and Social Change 80 (4), 631-642, 2013 | 275 | 2013 |
| 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 | 181 | 2006 |
| Cognitive barriers in the scenario development process RM Bradfield Advances in Developing Human Resources 10 (2), 198-215, 2008 | 128 | 2008 |
| Scenario methodology: New developments in theory and practice: Introduction to the Special Issue G Wright, G Cairns, R Bradfield Technological Forecasting and Social Change 80 (4), 561-565, 2013 | 113 | 2013 |
| 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 | 98 | 2004 |
| The critical role of history in scenario thinking: Augmenting causal analysis within the intuitive logics scenario development methodology R Bradfield, J Derbyshire, G Wright Futures 77, 56-66, 2016 | 92 | 2016 |
| 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 | 89 | 2008 |
| Sixth sense: accelerating organizational learning with scenarios KA Heijden (No Title), 2002 | 74 | 2002 |
| 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 | 69 | 2006 |
| Four scenarios for the future of the pharmaceutical industry R Bradfield, H El-Sayed Technology Analysis & Strategic Management 21 (2), 195-212, 2009 | 60 | 2009 |
| 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 | 58 | 2004 |
| Teaching scenario analysis—An action learning pedagogy R Bradfield, G Cairns, G Wright Technological Forecasting and Social Change 100, 44-52, 2015 | 53 | 2015 |
| Origins and evolution of scenario techniques in the context of business R Bradfield University of Strathclyde Graduate School of Business, 2004 | 28 | 2004 |
| Limitations of PEST and its derivatives to understanding the environment: The role of scenario thinking in identifying environmental discontinuities and managing the future G Burt, G Wright, R Bradfield, G Cairns, K van der Heijden Int. Stud. Manag. Organ 36, 52-77, 2006 | 16 | 2006 |
| What we know and what we believe: Lessons from cognitive psychology R Bradfield Development 47 (4), 35-42, 2004 | 15 | 2004 |
| Facilitating scenario development process: some lessons for facilitators R Bradfield Scenarios for success: turning insights into action, 259-277, 2012 | 8 | 2012 |
| Why Organizations Are Slow to Adapt and Change—and What Can Be Done About It G Wright, K Van Der Heijden, R Bradfield, G Burt, G Cairns Journal of General Management 29 (4), 20-35, 2004 | 6 | 2004 |
| The origins and evolution od modern day scenario planning techiques R Bradfield, G Wright, G Cairns, K van der Heijden Glasgow: Second international foresight conference at the University of …, 2004 | 4 | 2004 |
