Corporate foresight and its impact on firm performance: A longitudinal analysis

Rohrbeck, René; Kum, Ménes Etingue

doi:10.1016/j.techfore.2017.12.013

Cited by 169 publications

(137 citation statements)

References 40 publications

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“…The research conducted by the Strategic Foresight Research Network at Aarhus BSS analysed future preparedness practices in more than 300 multinational companies, based on longitudinal data collected between 2008(Rohrbeck & Kum, 2018. To broaden findings beyond quantitative benchmark research, the SFRN executed more than 120 interviews with different companies' top and middle management, strengthening our hypotheses and findings (Rohrbeck, 2010a).…”

Section: Research Study and Findingsmentioning

confidence: 74%

See 1 more Smart Citation

Corporate Foresight Benchmarking Report 2018: How Leading Firms Build a Superior Position in Markets of the Future

et al. 2018

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Section: Research Study and Findingsmentioning

confidence: 74%

“…In our study (Rohrbeck & Kum, 2018), we addressed this in two ways. First, we controlled for potentially confounding environmental factors by connecting foresight maturity to foresight need and using only the combined construct 'future preparedness' as the independent variable.…”

Section: A the Challenge Of Measuring The Impact Of Corporate Foresightmentioning

confidence: 99%

Corporate Foresight Benchmarking Report 2018: How Leading Firms Build a Superior Position in Markets of the Future

et al. 2018

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“…The long-term value of foresight was demonstrated by Rohrbeck and Kum (2018) in a longitudinal study that measured numerous factors associated with organizational vigilance of 85 European multinationals. Using a vigilance typology from Day and Schoemaker (2005) plus additional assessment scales, Rohrbeck and Kum measured the strength of each company's vigilance capability relative to its need for vigilance.…”

Section: Liter Ature Re Vie Wmentioning

confidence: 99%

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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“…"foresight challenges the innovators to create better and more successful innovations by challenging basic assumptions, challenging the state-of-the-art of current R&D projects, and scanning for disruptions that could endanger current and future innovations" (p. 237). Rohrbeck and Kum (2018) conducted a longitudinal analysis and found strong empirical evidence that foresight leads to higher future preparedness and ultimately enables superior firm performance.…”

Section: Moving From Foresight To Open Foresightmentioning

confidence: 99%

Opening up Corporate Foresight: What Can We Learn from Open and User Innovation?

Korreck

2018

jim

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Organizations find themselves in a fast-paced and increasingly complex and uncertain environment. Hence, they engage in foresight to understand weak signals and developments that may affect them in the medium to long run and build up "strategic preparedness". Literature on open and user innovation has described methods to tap into external knowledge sources and some have potential to enhance foresight results, but research has not yet fully benefitted from these insights. Thus, the aim of this article is to synthesize findings from both literatures and explain why users and user collectives are a valuable knowledge source for foresight. The contributions of the paper are twofold. First, the paper provides a typology of methods, which are suitable for drawing on user knowledge. Second, the identified methods are compared with regard to their advantages, disadvantages and boundary conditions.

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Corporate foresight and its impact on firm performance: A longitudinal analysis

Cited by 169 publications

References 40 publications

Corporate Foresight Benchmarking Report 2018: How Leading Firms Build a Superior Position in Markets of the Future

Corporate Foresight Benchmarking Report 2018: How Leading Firms Build a Superior Position in Markets of the Future

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

Opening up Corporate Foresight: What Can We Learn from Open and User Innovation?

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