This paper aims to investigate the role of information as a source of resilience in organizations. It presents both a theory based construct of information filters of the environment scanning and a pragmatic tool for managing the process.
The filter construct was tested in three qualitative case studies where the filter setting was changed in order to identify its impact on the results of the environment scan. This paper used Igor Ansoff's theory of information filters as a basis and added the required additional elements by applying complex adaptive systems theory.
The authors were able to define two dimensions: information filters' width and depth, that define the outcome of the environment scanning process. The preliminary testing of the research hypotheses was possible with the new research tool.
There was only one case that analyzed the impact of connectivity: the role of feedback loops with the external stakeholders and their impact on the outcome of the scanning process. This interesting finding should be studied further.
By applying the filter construct, management is able to either destabilize the organization (for innovation or in order to facilitate a major transformation) or to stabilize the organization (e.g. post‐merger integration).
This paper is one of the rare pragmatic applications of complex adaptive systems theory.
