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

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

Fingerprint

Catalyst
Foresight
Conceptual framework
Organizational practices
Finland
Discontinuity
Strategic management
Factors
Research center
Organizational transformation
Continuity

Keywords

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

Cite this

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Constructing and mobilising futures knowledge in an organisation: foresight as a catalyst of dynamic strategic practice. / Ahlqvist, Toni (Corresponding Author); Kohl, Johanna.

In: Technology Analysis and Strategic Management, Vol. 28, No. 10, 2016, p. 1138-1151.

Research output: Contribution to journalArticleScientificpeer-review

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