Cultivation and management of strategic foresight in contexts of rapid change, greater complexity, and genuine uncertainties

摘要

Occupying analogous intellectual space with concepts such as long-range planning, strategic planning and strategic thinking, strategic foresight has come to dominate contemporary management discourse on the creation and capture of sustainable value in complex and fast-moving environments. Theorized as an organizing capability that enables firms to transcend established boundaries to capture opportunities otherwise glossed over by competitors, the topic of strategic foresight has attracted considerable academic interest in the past few decades. A growing body of evidence now suggests that strategic foresight could lead to durable organizational outcomes, such as adaptive learning, ambidexterity and innovation (Paliokaite et al., 2014; Sarpong and Maclean, 2014). Another interesting line of research indicates that strategic foresight can equip organizations to identify and mitigate the triggers of declining performance (Amankwah-Amoah, 2014a, 2014b; Amsteus, 2008).