Constructing and mobilising futures knowledge in an organisation: foresight as a catalyst of dynamic strategic practice

Toni Ahlqvist (Corresponding Author), Johanna Kohl

    Research output: Contribution to journalArticleScientificpeer-review

    1 Citation (Scopus)

    Abstract

    The paper discusses foresight as a dynamic strategic practice and theorises the connections of foresight and strategic management. The paper argues that organisations have a rising need to foster relevant future-oriented knowledge in a continuous process that builds on the systemic understanding of the operational environment. For this purpose, the paper outlines a conceptual framework for continuous organisational foresight practice. The framework is based on two conceptual bedrocks. The first is the idea of continuity, referring to the long-term accumulation of organisational practices. The second bedrock is the notion of discontinuity as an organisational transformation factor. Furthermore, the framework builds on the notion of four knowledge spaces in an organisation, and it is constructed through six layers depicted in detail. The paper demonstrates this framework through a case study of a Finnish research and technology organisation, VTT Technical Research Centre of Finland.
    Original languageEnglish
    Pages (from-to)1138-1151
    JournalTechnology Analysis and Strategic Management
    Volume28
    Issue number10
    DOIs
    Publication statusPublished - 2016
    MoE publication typeA1 Journal article-refereed

    Keywords

    • Finland
    • foresight
    • future-oriented strategy element
    • Futures knowledge
    • knowledge space
    • practice
    • research and technology organisation
    • strategy

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