Exploring value creation from corporate-foresight activities

Creating value through foresight: First mover advantages and strategic agility

“…We add to the study of decision making in uncertain environments, our core contribution being a conceptual framework of the value that strategic foresight might create in relation to fast adaptation and long-term performances [84]. We focus on the role of corporate foresight in building "memories" of future sources of first mover advantages which allow organizations to recognize (i.e., coping with effect uncertainty) and address (i.e., coping with response uncertainty) these sources more promptly and more profitably than rivals that do not use foresight.…”

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

“…Although previous research in foresight has suggested the role of foresight practices and capabilities on firm performance (Amsteus, 2008;Paliokate et al, 2014;Rohrbeck, 2012), few studies have empirically examined this association but at the broadest level (Paliokaite, 2013;Vecchiato, 2015) normally in large organisations except a limited number (Hideg et al, 2014;Jannek and Burmeister, 2007). Paliokaite (2013) examined the impact of environmental scanning capabilities, strategic selection capabilities, and integrating capabilities on organisational ambidexterity.…”

“…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). Perceived as the absence of randomness or luck (Ahuja et al, 2005), foresight is defined as the process of analysing present conditions based on both past and present events and projecting likely events in the future (Amsteus, 2008;Slaughter, 1996).…”

“…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).…”

Improving Environmental Scanning Systems Using Bayesian Networks

“…Executives worry about not being prepared for environmental shifts or, even worse, not being able to parry them. Environmental scanning can help to manage this challenge, especially if it is information systems (IS)-based (Rohrbeck 2012); companies that do so will have brighter prospects (Ansoff 1980). The main functions of such scanning systems are to gather, interpret, and use pertinent information about events, trends, and relationships in an organization's environment to assist management in planning the future course of action (Aguilar 1967;Lenz and Engledow 1986).…”