Integrating quantitative and qualitative forecasting approaches: organizational learning in an action research case

This article examines the integration of quantitative and judgmental forecasting, focusing on the implementation process and its impacts on the organization. To this end, the study is based on an action research case study in the cement industry. Empirical evidence highlights the critical change management issues that need to be dealt with to implement an integrated forecasting system. The implementation phase needs to be carried out carefully to gain acceptance within the organization and to provide the best results. In addition, the forecasting process and organization need to be aligned to allow a two‐way flow of information from the periphery to the centre and vice versa to allow the integration of the two approaches. In this way, not only can forecasting accuracy be improved, but better knowledge and consensus within the organization can also be achieved.