In the past, corporate foresight research was often based on processes and fixed structures. It was assumed that specialized units within the organization collect data by using specific methods like scenario analyses and roadmapping. Then recommendations for following processes (e.g. … Continued
In our last post on theoretical foundations we described dynamic capabilities. While the dynamic capability perspective can be regarded as the main-stream view in strategic management research, we want to present today an emerging stream: strategy as practice. The dynamic-capabilities … Continued
The dynamic-capabilities theory has been introduced by David J. Teece as an extension of the resource-based view of the theory of the firm. The resource-based view proposes that the ability of a firm to create and maintain a competitive advantage … Continued
Organizational future orientation is build through identifying and interpreting change in the environment and systematically taking action to build a competitive advantage. One tool which we want to discuss today is Technology Scouting. The general idea of technology scouting is … Continued
In our research we have found evidence that corporate foresight activities can create value in multiple ways (see also our related posts: 1, 2, 3): scan for discontinuous change and reduce uncertainty trigger organizational responses through integration with strategic management, … Continued