Conceptualizing Strategic Foresight: An Integrated Framework

Abstract

An integrative framework is proposed to generate a more complete picture of strategic foresight as an organizing capability in high‐velocity environments.

Foresight capabilities and SME product/service adaptiveness: the moderating effect of industry dynamism

“…Foresight has been referred to variously as an assortment of future oriented practices, process, behaviour, programmes, techniques, tools, and sometimes capabilities (Asmteus, 2008;Fink et al, 2005;Horton, 1999;Oner and Saritas, 2005;Paliokaitė et al, 2014). Terms such as corporate foresight, managerial foresight, strategic foresight and at times national foresight have been used interchangeably within the literature to refer to future-oriented techniques and practices (Hirsch et al, 2013;Major et al, 2001;Rohrbeck, 2012).…”

“…The concept of strategic foresight has become an important research agenda among scholars in management and futures studies (Amsteus, 2011;Paliokaitė et al, 2014). This is occasioned by the complexity, dynamism and uncertainty of the shifting external business landscape within which organisations operate (Vecchiato, 2015).…”

“…As the world progresses into the knowledge age, changes and complexities are likely to intensify. Organisations will require more thorough ability to creatively capture and synthesis relevant information into meaningful future-oriented knowledge in order to survive and perhaps create and capture sustainable value (Chermack et al, 2001;Paliokaitė et al, 2014).…”

“…This situation has positioned foresight as a dominant logic for organisations operating in this fast-paced business environment (Paliokaitė et al, 2014), and an important research agenda among scholars (Vecchiato, 2015). While research on foresight is relatively recent and increasing (Amsteus, 2011;Wilkinson, 2009), scholars have acknowledged the numerous and sometimes conflicting conceptualisations of the concept (Paliokaitė et al, 2014;Sarpong et al, 2013).…”

“…While research on foresight is relatively recent and increasing (Amsteus, 2011;Wilkinson, 2009), scholars have acknowledged the numerous and sometimes conflicting conceptualisations of the concept (Paliokaitė et al, 2014;Sarpong et al, 2013). Previous research has also suggested a positive role of foresight practices and capabilities on firm performance (Amsteus, 2008;Paliokaitė et al, 2014;Rohrbeck, 2012). Yet, scholars have bemoaned the lack of empirical studies on foresight and called for empirical and quantitative examination of the concept and its relationship with firm performance (Amsteus, 2008).…”