Information about customers, competitors and suppliers is seen to be the most important. In industries where other sectors of the environment, such as technology or demographics, are perceived to be having a large impact, these sectors would also be considered high scanning priorities. Although managers scan with a wide range of sources, they prefer live information from personal sources when seeking information about market-related environmental sectors that are highly fluid and equivocal. There is some evidence to indicate that source selection for scanning is influenced by the perceived quality of the source and not just its perceived accessibility. Information derived from environmental scanning is increasingly being used to drive the strategic planning process in business and public-sector organizations.
Research suggests that environmental scanning is linked with improved organizational performance.
However, the practice of scanning by itself is insufficient to assure performance - scanning must be integrated with strategy, and scanning information must be effectively employed in the planning process. An important effect of scanning is to increase and enhance communication and discussion about future-oriented issues by people in the organization. Coupled with the availability of information on external change, scanning can promote generative organizational learning. The effect of a manager's job-related and cognitive traits on scanning is an area in need of further research. Modes of Environmental Scanning Scanning is not a monolithic activity.