Constructing and mobilising futures knowledge in an organisation: foresight as a catalyst of dynamic strategic practice

Ahlqvist, Toni; Köhl, Johanna

doi:10.1080/09537325.2016.1182148

Cited by 7 publications

(10 citation statements)

References 34 publications

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“…Being a dynamic strategic practice (Ahlqvist and Kohl, 2016), strategic foresight enables companies not only to deal with emerging technologies (defensive position), but also to develop and commercialize such innovations in a strategic way (proactive position). Thus, strategic foresight can be understood as a means for achieving and maintaining competitive advantage (Heger and Rohrbeck, 2012).…”

Section: Strategic Foresightmentioning

confidence: 99%

“…Thus, strategic foresight can be understood as a means for achieving and maintaining competitive advantage (Heger and Rohrbeck, 2012). Given that major global societal challenges generate changes (Ahlqvist and Kohl, 2016;Liebl and Schwarz, 2010) and that in the globalized world consumers use foresight as a basis for consumption (Schweitzer et al, 2019), strategic foresight enables changes opportunities to be appropriated and exploited in companies through the development of emerging technologies (market solutions).…”

Section: Strategic Foresightmentioning

confidence: 99%

“…Going further, strategic foresight always seeks to create future-oriented knowledge through a continuous or discontinuous process (Ahlqvist and Kohl, 2016). These authors classify continuity in strategic foresight as the accumulation of long-term organizational practices that are characterized by scanning activities, the use of feedback for those activities and for the company's ability to position themselves against the different types and levels of knowledge that it has.…”

Section: Strategic Foresightmentioning

confidence: 99%

“…Discontinuity refers to the company's ability to generate multiple foresight actions, characterizing a transformative factor. It enables the renewal of practices and activities because new activities can be started while old ones can be ceased or reformulated (Ahlqvist and Kohl, 2016). Thus, discontinuity is intrinsic to the identification of changes, which makes it possible to deal with opportunities or threats (Rohrbeck and Schwarz, 2013).…”

Section: Strategic Foresightmentioning

confidence: 99%

“…It is through organizational processes and routines that strategic foresight can be dispelled at different levels of the organizational structure of companies (Sarpong and Hartman, 2018). Besides being based on the organizational dynamism of companies (Ahlqvist and Kohl, 2016), strategic foresight can be understood as the extension of organizational awareness focused on memories and expectations in a simultaneous action that considers present and future in an inseparably way (Sarpong et al, 2019).…”

Section: Strategic Foresightmentioning

confidence: 99%

See 4 more Smart Citations

Dynamic interactions among knowledge management, strategic foresight and emerging technologies

Nascimento

Reichert

Janissek-Muniz³

et al. 2020

JKM

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Purpose This paper aims to discuss the dynamic interactions among knowledge management, strategic foresight and emerging technologies, resulting in a framework that can help companies to shape these interactions for achieving positive outcomes. Design/methodology/approach This conceptual paper is based on prior literature streams, which were interrelated through an abductive research process. This iterative conceptualization approach led to the formation of testable propositions that advance the understanding on the interactions among knowledge management, strategic foresight and emerging technologies. Findings The framework demonstrates the existence of an actions cycle between strategic foresight and knowledge management through a constructivist perspective, where one can improve the other. These interactions can be useful both for the development of emerging technologies and for identifying these innovations in market that can be applied in companies. Hence, all these dynamic interactions do not point to a hegemonic relationship of one construct over the others, but for the value equality among them. Originality/value Although current literature points to the existence of relationships among knowledge management, strategic foresight and emerging technologies, the dynamism inherent in these interactions as well as their positive effects for companies’ results are not properly discussed. This paper fills such a gap and proposes directions for future research.

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Section: Strategic Foresightmentioning

confidence: 99%

Section: Strategic Foresightmentioning

confidence: 99%

Section: Strategic Foresightmentioning

confidence: 99%

Section: Strategic Foresightmentioning

confidence: 99%

Section: Strategic Foresightmentioning

confidence: 99%

See 3 more Smart Citations

Dynamic interactions among knowledge management, strategic foresight and emerging technologies

Nascimento

Reichert

Janissek-Muniz³

et al. 2020

JKM

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Mit Wandlungsfähigkeit in die Zukunft

Almeida

Busch

Thorpe

2022

Zukunftsnavigator Deutschland

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Policy, planning, intelligence and foresight in government organizations

Schmidt¹

2015

Foresight

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Purpose – The purpose of this paper is to propose a low-cost, high return model for implementing a programmatic foresight function that is collaboratively integrated with the organization’s existing policy, planning and intelligence (or policy research) functions. Focusing on government agencies, especially those supporting liberal democratic governments, the purpose of the current paper is to propose a new, practical, low-cost and high-return model for implementing a programmatic strategic foresight function that is collaboratively integrated with the organization’s existing policy, planning and intelligence functions. The paper describes the relevant organizational considerations and options for structural adjustments, and suggests how the proposed model can maximize decision-making effectiveness without disrupting pre-existing structures, operations and products. The paper further discusses the necessity and involvement of a central government foresight agency and a non-hierarchical distributed network linking the foresight units. Design/methodology/approach – Possible solutions are considered with respect to costs of development and implementation, risk (likelihood, consequence and uncertainty) of the new function’s failure, direct negative or positive effect on the performance of existing functions, the level of cross-organizational involvement in or collaboration with the new function, the level of cross-organization tangible benefits and the level of vertical involvement, especially at the executive level. Findings – With few exceptions, the implementation of foresight by governments has not been at all methodical, but has followed many different paths, where it has occurred at all. The approach proposed in this paper – establishing a central foresight agency, propagating individual agency-based small programmatic foresight units and virtual teams and creating a non-hierarchical distributed network to link all of them – appears to best meet the success criteria set out in the paper. Research limitations/implications – Governments, especially liberal democratic ones, and their agencies that have previously shied away from methodically implementing strategic foresight or that have attempted to do so without real success now have an approach that is likely to produce the desired results. Practical implications – The paper creates a sound framework for governments, especially liberal democratic ones, and their agencies to consider and proceed with the implementation of foresight functions and networks to support them. Originality/value – The proposed approach is entirely new and generally challenges current practices.

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Constructing and mobilising futures knowledge in an organisation: foresight as a catalyst of dynamic strategic practice

Cited by 7 publications

References 34 publications

Dynamic interactions among knowledge management, strategic foresight and emerging technologies

Dynamic interactions among knowledge management, strategic foresight and emerging technologies

Mit Wandlungsfähigkeit in die Zukunft

Policy, planning, intelligence and foresight in government organizations

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