The concept of strategic foresight has come to dominate contemporary management discourse in recent times with a remarkable upsurge in the number of scholarly papers reporting a positive influence of strategic foresight on innovation. This causal link has served not only as a point of convergence for many empirical and conceptual studies, but also the starting point for theorizing the relevance of strategic foresight in organizing. Drawing on an exhaustive sample of 258 academic publications from 1990–2014, this paper provides a comprehensive review of strategic foresight and its influence on innovation. Our review suggest that strategic foresight rather than directly resulting in innovation tend to rather influence it by shaping and giving form to innovation management tools, and future-oriented knowledge creation, which in turn cumulatively drive innovation performance. Our proposed integrative framework therefore specifies the conceptual linkages between strategic foresight and innovation performance.

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Against the backdrop of debates and rising public sentiments against “Big Tech,” this paper takes a conceptual approach to explore the possibilities for blockchain technologies to disrupt the governance of the sharing economy value chains. Unlike centralized trust systems employed by multisided digital platforms, blockchains employ a decentralized, open‐source system. Data can be shared, verified, and monitored using a consensus mechanism across multiple nodes. We bring insights and discussions from the extant literature to elucidate two guiding principles of the sharing economy value chains: resource optimization and data monetization. Against this backdrop, we propose a conceptual framework that compares traditional digital platforms' governance mechanisms and value drivers with block‐chained enabled platforms, where resource optimization and data monetization are driven by decentralized platform co‐owners rather than single platform owners. We offer case illustrations to explicate this framework and how it signposts a new, disruptive model for the governance of the collaborative economy, especially in developing countries.

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Purpose The authors aim to examine the potential opportunities and challenges multinationals operating in Africa are likely to encounter when they seek to pioneer disruptive innovations at the base of the pyramid (BoP) in African emerging markets. Design/methodology/approach Drawing on the extant literature on the BoP, disruptive innovation and the African business context, the authors explore the pioneering of disruptive innovations in the African socio-economic context. Findings This study develops various hypotheses to extend our understanding of disruptive innovations at the BoP. The authors also delineate potential managerial and institutional challenges multinational corporations (MNCs) are likely to encounter in their efforts to pioneering disruptive innovations for BoP customers in African emerging markets. Practical implications The authors develop some recommendations for MNCs on how to create and capture value from disruptive innovations in African emerging markets Originality/value The authors delineate African context-specific managerial and institutional challenges that MNCs might encounter when seeking to develop disruptive innovation at the BoP.