The relationship between organisational foresight and organisational ambidexterity

Paliokaitė, Agnė; Pačėsa, Nerijus

doi:10.1016/j.techfore.2014.03.004

Cited by 68 publications

(80 citation statements)

References 48 publications

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“…Foresight scholarship has suggested an association between the effective use of these analysis techniques in evaluating the plethora of data gleaned from the external environment and firm ambidexterity, innovation, and strategic adaptiveness (Bodwell and Chermack, 2010;Paliokaitė, 2013;Rohrbeck and Gemünden, 2011). We argue that effective analysis of relevant external data collected would enhance the quality of SME actions and decision making going into the future.…”

Section: Analysing (An)mentioning

confidence: 93%

“…Planning and visioning eliminates randomness and informs good decisions and actions (Ahuja et al, 2005;Amsteus, 2011). Scholars have associated planning and visioning as foresight activities with good performance (Hideg et al, 2014;Paliokaitė, 2013). We therefore argue that planning and visioning will have a direct positive impact on SMEs' ability to strategically adapt their products and services to market needs.…”

Section: Planning and Visioning (Plv)mentioning

confidence: 98%

“…Research has suggested a positive association between environmental scanning and other desirable organisational outcomes such as ambidexterity, innovation, adaptive learning, and strategic agility (Bodwell and Chermack, 2010;Paliokaitė, 2013;Rohrbeck and Gemünden, 2011;Sarpong et al, 2013). This foresight practice and capability enables firms to gather the necessary information in order to understand the dynamics prevailing in its industry and be in a position to promptly adapt its products or services to changing market needs.…”

Section: Environmental Scanning (Es)mentioning

confidence: 99%

“…The positive association between networking and SME strategic adaptiveness, ambidexterity, as well as its overall performance has be emphasised (Gilmore et al, 2006;Moreno and Casilas 2008;Paliokaitė, 2013). Accordingly, such networks facilitate the recognition of market and technological opportunities that enable SMEs to effectively adapt their products/services in line with market demands (Paliokaitė et al, 2014).…”

Section: Networking Ties (Nt)mentioning

confidence: 99%

“…By focusing our data collection in Croatia, we respond to calls for studies in transition economies examining the impact of some foresight capabilities such as networking on SME performance (Peng and Luo 2000). The questionnaire used in this study was similar to the one developed by Paliokaitė (2013). Before the final questionnaire was administered, we pilot tested a draft with 5 SME managers and 2 academics.…”

Section: Sampling and Data Collectionmentioning

confidence: 99%

See 4 more Smart Citations

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

Nyuur

Brečić

Sobiesuo

2015

IJFIP

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Section: Analysing (An)mentioning

confidence: 93%

Section: Planning and Visioning (Plv)mentioning

confidence: 98%

Section: Environmental Scanning (Es)mentioning

confidence: 99%

Section: Networking Ties (Nt)mentioning

confidence: 99%

Section: Sampling and Data Collectionmentioning

confidence: 99%

See 3 more Smart Citations

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

Nyuur

Brečić

Sobiesuo

2015

IJFIP

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Determinants of organizational vigilance: Leadership, foresight, and adaptation in three sectors

Schoemaker

Day

2019

Futures & Foresight Science

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Why are vigilant organizations better at developing foresight than their rivals and acting faster on the insights and alerts? Four attributes were hypothesized to explain the difference between vigilant and vulnerable organizations: (a) a leadership commitment to sensing and acting early on signals of change, (b) strategic investments in foresight abilities, (c) a flexible approach to incorporating uncertainty in their strategy processes, and (d) clear accountability and coordination for sharing information and acting on weak signals. This conceptual model was tested with survey responses from 345 organizational leaders representing three sectors of the economy: international companies, US credit unions, and American foundations. The survey assessed key components of the above constructs and our regression models explained close to half of the variance in organizational vigilance scores relative to competitors. The most important of the four factors above was investment in foresight (for each sector), followed by leadership commitment. The relative importance of strategy and accountability factors varied by sector as well as organizational size.

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Corporate foresight as a microfoundation of dynamic capabilities

Schwarz

Rohrbeck

Wach

2019

Futures & Foresight Science

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The dynamic capabilities perspective is aimed at explaining how firms achieve and sustain competitive advantages, especially in environments that become volatile, uncertain, complex, and ambiguous (VUCA). In this paper, we combine factors that explain dynamic capabilities on the firm level with factors of dynamic managerial capabilities on the individual level. In addition to the dynamic capabilities theory, we draw on corporate foresight (CF) literature to test the impact of CF training. We find that both the organizational‐level practices and the individual‐level training of leaders are positively associated with firm‐level outcomes. We further observe that this relationship is mediated by dynamic managerial capabilities (i.e., the ability of leaders to challenge current business models, make decisions under uncertainty, and reconfigure organizational resources). Our findings emphasize the importance of training leaders and building organizational CF practices to build the dynamic capabilities needed in VUCA environments.

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The relationship between organisational foresight and organisational ambidexterity

Cited by 68 publications

References 48 publications

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

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

Determinants of organizational vigilance: Leadership, foresight, and adaptation in three sectors

Corporate foresight as a microfoundation of dynamic capabilities

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