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

    @article{22d581b5ab5b471eb8547011a741d18f,
    title = "Constructing and mobilising futures knowledge in an organisation: foresight as a catalyst of dynamic strategic practice",
    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.",
    keywords = "Finland, foresight, future-oriented strategy element, Futures knowledge, knowledge space, practice, research and technology organisation, strategy",
    author = "Toni Ahlqvist and Johanna Kohl",
    note = "SDA: SHP: IntelligentEnergyAndCity",
    year = "2016",
    doi = "10.1080/09537325.2016.1182148",
    language = "English",
    volume = "28",
    pages = "1138--1151",
    journal = "Technology Analysis and Strategic Management",
    issn = "0953-7325",
    publisher = "Taylor & Francis",
    number = "10",

    }

    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

    TY - JOUR

    T1 - Constructing and mobilising futures knowledge in an organisation: foresight as a catalyst of dynamic strategic practice

    AU - Ahlqvist, Toni

    AU - Kohl, Johanna

    N1 - SDA: SHP: IntelligentEnergyAndCity

    PY - 2016

    Y1 - 2016

    N2 - 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.

    AB - 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.

    KW - Finland

    KW - foresight

    KW - future-oriented strategy element

    KW - Futures knowledge

    KW - knowledge space

    KW - practice

    KW - research and technology organisation

    KW - strategy

    U2 - 10.1080/09537325.2016.1182148

    DO - 10.1080/09537325.2016.1182148

    M3 - Article

    VL - 28

    SP - 1138

    EP - 1151

    JO - Technology Analysis and Strategic Management

    JF - Technology Analysis and Strategic Management

    SN - 0953-7325

    IS - 10

    ER -