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Abstract. This issue of Advances in Developing Human Resources has discussed scenario planning as a contemporary business approach to support the strategic roles of human resource departments in organizations. Scenario planning is usually situated in the domain of strategic and business planning, yet it is increasingly considered a major organizational intervention approach to overcome organizational defensive routines and bring about learning and change in organizations.The articles in this issue bring together academics and practitioners discussing a wide range of issues concerning the theory, research, and practice of scenario planning, illuminating different applications of the method as well as some pitfalls that need to be acknowledged and considered by those wishing to use it in their organizations.

This work examines the interplay of inter-personal and inter-organizational trust, two distinct but related concepts, through a theoretic inter-organizational trust-based security model for a multi-agent system information-sharing community. A calculus that mathematically models trust building at the inter-organizational level is at the heart of this model. In interorganizational or inter-firm exchange, the role of the boundary spanner, an organizational representative, is important in reducing asymmetries that may exist between the two parties. Trust is a crucial component to the dyadic interaction at the inter-personal or boundary spanner level, and the trust established at this level affects, as well, the overall quality of the relationship at the inter-organizational level. Trust, as an aspect of social control, is thus viewed a more effective mechanism for security in an open, distributed system, like an information-sharing community. The inter-organizational trust-based security model proposed herein represents a soft security approach. It affords several important benefits over traditional hard security mechanisms used in open systems – robustness, scalability, and adaptability. The inter-organizational trust-based model is an important contribution to the computational security community, as other open systems applications of a distributed or pervasive nature could adapt it and realize its benefits. It also is one of few attempts to model trust building at either the inter-organizational or inter-personal level.

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This paper discusses psychological safety and distinguishes it from the related construct of interpersonal trust. Trust is the expectation that others ' future actions will be favorable to one's interests; psychological safety refers to a climate in which people are comfortable being (and expressing) themselves. Although both constructs involve a willingness to be vulnerable to others ' actions, they are conceptually and theoretically distinct. In particular, psychological safety is centrally tied to learning behavior, while trust lowers transactions costs and reduces the need to monitor behavior. This paper proposes a model of antecedents and consequences of psychological safety in work teams and emphasizes the centrality of psychological safety for learning behavior. Drawing from field research in a variety of organizational settings, I describe different approaches to studying and measuring psychological safety in teams. I conclude with implications of this work including limitations of psychological safety in practice and suggestions areas for future research. 1 There's much greater openness on this team—it's intangible.- Marketing member, new product development team, manufacturing company [In this team] people are put down for being different...- Accountant, publications team, manufacturing company Mistakes [in this unit] are serious, because of the toxicity of the drugs—so you’re never afraid to tell the nurse manager.- Nurse, Team A, Memorial Hospital [The team leader] treats you as guilty if you make a mistake... I was called into her office and made to feel like a two-year old... You get put on trial...- Nurse, Team B, Memorial Hospital

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The use of simulation modelling techniques in studies of technological innovation dates back to Nelson and Winter’s 1982 book ‘An Evolutionary Theory of Economic Change’ and is an area which has been steadily expanding ever since. Four main issues are identified in reviewing the key contributions that have been made to this burgeoning literature. Firstly, a key driver in the construction of computer simulations has been the desire to develop more complicated theoretical models capable of dealing with the complex phenomena characteristic of technological innovation. Secondly, no single model captures all of the dimensions and stylised facts of innovative learning. Indeed this paper argues that one can usefully distinguish between the various contributions according to the particular dimensions of the learning process which they explore. To this end the paper develops a taxonomy which usefully distinguishes between these dimensions and also clarifies the quite different perspectives underpinning the contributions made by mainstream economists and non-mainstream, neo-Schumpeterian economists. This brings us to a third point highlighted in the paper. The character of simulation models which are developed are heavily influenced by the generic research questions of these different schools of thought. Finally, attention is drawn to an important distinction between the process of learning and adaptation within a static environment, and dynamic environments in which the introduction of new artefacts and patterns of behaviour change the selective pressure faced by agents. We show that modellers choosing to explore one or other of these settings reveal their quite different conceptual understandings of ‘technological innovation’. Keywords: computer simulations, learning, technological innovation, neo-Schumpeterian economics 2 1. Introduction: Learning

Strategic decision-making can be viewed as a special kind of decisionmaking under uncertainty. Such decision-making involves the activities of goal formulation, problem identification, alternatives generation, and evaluation/selection. Researchers in cognitive psychology and behavioral decision theory have identified a number of cognitive simplification processes which may effect the way decision-makers to perform these tasks. Within this paper, the research on these processes is summarized and their possible effects on strategic decision-making are discussed. Implications for future research in this area are also drawn.-3-