Exploring an Extension to the Foresight Measure: A Mixed-Mode Study of Individual Managerial Employees

doi:10.1109/TEM.2019.2919120

Home
/
Papers
/
Exploring an Extension to the Foresight Measure: A Mixed-Mode Study of Individual Managerial Employees

Journal Article•DOI•

Exploring an Extension to the Foresight Measure: A Mixed-Mode Study of Individual Managerial Employees

Krishna Kumar Balaraman¹, Rangaraja P. Sundarraj¹•Institutions (1)

01 Aug 2021-IEEE Transactions on Engineering Management (Institute of Electrical and Electronics Engineers (IEEE))-Vol. 68, Iss: 4, pp 982-998

TL;DR: This paper uses a five-stage mixed-mode process to propose an extended foresight measure and has implications for research on the individual aspect of microfoundations of capability building, organizational measures development, and foresight literature.

read less

Abstract: Foresight is the ability to visualize alternate futures and shape the direction of future events. Generally considered as an organizational capability, foresight can be the basis of sustained competitive advantage, and needs to be fostered by enabling employees to acquire, assimilate, and analyze information with a future orientation. However, research on what constitutes foresight at the employee (i.e., individual) level is sparse. This paper fills this gap by using a five-stage mixed-mode process to propose an extended foresight measure. This paper has implications for research on the individual aspect of microfoundations of capability building, organizational measures development, and foresight literature.

...read moreread less

Citations

PDF

Open Access

More filters

Culture Leadership And Organizations The Globe Study Of 62 Societies

[...]

Peter Beike

01 Jan 2016

TL;DR: For example, the authors found that people search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads, instead of reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.

...read moreread less

Abstract: Thank you for reading culture leadership and organizations the globe study of 62 societies. Maybe you have knowledge that, people have search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.

...read moreread less

459 citations

Journal Article•DOI•

The impact of organizational capability, external networking, entrepreneurism, competitive advantage, and corporate social responsibility (CSR) on performance

[...]

Triswati Sasmito, Mulyanto Nugroho, M. Ridwan

01 Jan 2023-Uncertain Supply Chain Management

TL;DR: In this article , the authors examined how mother and child hospital (RSIA) Type C performance in East Java with a population of 67 owners is affected by organizational competency, external networking, entrepreneurism, competitive advantage, and corporate social responsibility (CSR).

...read moreread less

Abstract: This study aims to examine how Mother and Child Hospital (RSIA) Type C performance in East Java with a population of 67 owners is affected by organizational competency, external networking, entrepreneurism, competitive advantage, and corporate social responsibility (CSR). The results of the eight hypotheses using partial least squares (PLS) are as follows: 1) Organizational ability has a big and favorable impact on business performance. The hypothesis has been accepted. 2) The external network has a small but positive impact on company performance. 3) Entrepreneurial mindset has a favorable and significant impact on business performance. The hypothesis has been accepted. 4) Competitive Advantage is influenced by organizational capability in a favorable and meaningful way. The hypothesis has been accepted. 5) External networking contributes to competitive advantage in a positive and important way. The hypothesis has been accepted. 6) Entrepreneurial orientation affects competitive advantage in a favorable and important way. The hypothesis has been accepted. 7) Competitive advantage has a major and favorable impact on business performance. The hypothesis has been accepted. 8) Competitive advantage has little effect on Corporate Performance when CSR is regulated. The hypothesis was disproved.

...read moreread less

1 citations

Journal Article•DOI•

Microfoundations of dynamic capabilities: a systematic review and a multilevel framework

[...]

Yantai Chen, Lui C. Liu, Weiwen Li, Zaiyang Xie

02 May 2023-Management Decision

TL;DR: In this paper , a systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis, and the authors suggested that this line of research can be divided into three stages.

...read moreread less

Abstract: PurposeMicrofoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such as Felin and Foss, the microfoundations of strategic organization had not been extensively studied until 2010. The theoretical and empirical literature associated with the microfoundations of dynamic capabilities has developed rapidly. However, the diversity and fragmentation of micro-elements lead to a lack of a relatively consistent understanding of microfoundations, the study purpose is to aggregate the associated scattered terminology into a cohesive discussion.Design/methodology/approachA systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis.FindingsThe authors suggest that this line of research can be divided into three stages. The study further develop a framework delineating the main components and mechanism involved in the microfoundations of dynamic capabilities, which in turn help us distill research gaps and opportunities for future work.Originality/valueThe authors construct a framework that can serve as a coherent research platform for further knowledge development. In the framework, the authors highlight that the research of group constructs, culture and leadership, data-driven topics are valuable for our understanding of the microfoundations of dynamics capabilities.

...read moreread less

References

PDF

Open Access

More filters

Journal Article•DOI•

What Are Microfoundations

[...]

Jay B. Barney¹, Teppo Felin²•Institutions (2)

University of Utah¹, Brigham Young University²

09 Jul 2013-Academy of Management Perspectives

TL;DR: A review of the history of the micro-foundations discussion can be found in this article, where the authors argue that questions of social aggregation and emergence need to be center stage in any discussion of microfoundations.

...read moreread less

Abstract: In the extant organizational, management, and strategy literatures there are now frequent calls for microfoundations. However, there is little consensus on what micro- foundations are and what they are not. In this paper we first (briefly) review the history of the microfoundations discussion and then discuss what microfoundations are and are not. We highlight four misconceptions or "half-truths" about microfoundations: (1) that microfoundations are psychology, human resources, or micro-organizational behavior, (2) that borrowed concepts constitute microfoundations, (3) that microfoundations lead to an infinite regress, and (4) that microfoundations deny the role of structure and institutions. We discuss both the partial truths and the misconceptions associated with the above understandings of microfoundations, and we argue that questions of social aggregation and emergence need to be center stage in any discussion of microfoundations. We link our arguments about microfoundations and aggregation with closely related calls for new areas of research, such as "behavioral strategy" and the domain of multilevel human capital research. We discuss various forms of social aggregation and also highlight associated opportunities for future research, with a specific focus on the origins of capabilities and competitive advantage.

...read moreread less

525 citations

"Exploring an Extension to the Fores..." refers background or methods in this paper

...Our measure, motivated by the microfoundational framework [2], [4], [31], [43], [78], [82], extended the emerging foresight-measure literature (e....
[...]
...However, even though the literature has stressed the importance of individual capability development in general [2], [4], [72], [78], [82] and foresight capability in particular [9]–[13],...
[...]
...First, microfoundations of organizational capability [2], [3], [5], [6], which establishes the role of individuals in organizational capability development....
[...]
...This implies that foresight capability has also got to be pivoted on lower level capabilities of individuals [2] in the organization, thus, making it important to characterize the elements constituting employee foresight....
[...]
...These theoretical perspectives include microfoundations [2], [43], [82]; feedforward organizational learning [53]; and cognition [78]....
[...]

Journal Article•DOI•

Understanding Organizational Learning Capability

[...]

Anthony J. DiBella¹, Edwin C. Nevis¹, Janet M. Gould¹•Institutions (1)

Massachusetts Institute of Technology¹

01 May 1996-Journal of Management Studies

TL;DR: In this article, the authors present data on how learning takes place in four organizations, what gets learned, and the factors and processes that facilitate or impede learning, and seven orientations for describing organizational learning capability and understanding learning styles are identified.

...read moreread less

Abstract: This paper presents data on how learning takes place in four organizations, what gets learned, and the factors and processes that facilitate or impede learning. Seven orientations for describing organizational learning capability and understanding learning styles are identified. Each of these orientations is conceived as a bi-polar continuum that reflect learning processes. Knowledge source is defined as the extent to which an organization prefers to develop new knowledge internally versus the extent to which it is more likely to seek inspiration in ideas developed externally. Product-process focus refers to a preference for the accumulation of knowledge related to product and service outcomes versus a preference to invest in knowledge about basic processes that support products. Documentation mode refers to attitudes as to what constitutes knowledge and to the repositories of knowledge that are supported. Dissemination mode pertains to the difference between establishing an atmosphere in which learning evolves and one in which a more structured, controlled approach is taken to induce learning. Learning focus has to do with whether learning is concentrated on methods and tools to improve what is already being done versus testing the assumptions underlying what is being done. Value-chain focus indicates which functional, core competencies are valued and supported. Skill development focus involves the orientation toward individual versus collective learning. Organizational learning may be increased by building on existing capabilities or developing new ones. the latter involves a change in culture, the former involves improving current capabilities. Organizations can enhance their learning capability through either approach.

...read moreread less

524 citations

"Exploring an Extension to the Fores..." refers background in this paper

...More importantly, others [65], [66] observe that this microfoundational aggregation and harnessing is applicable to nonexperts as well, and in turn, aids in organizational decision making [90, p....
[...]
...While both current knowledge and acquired information are important, organizational learning literature [65], [66] highlights the importance of information acquisition in individual learning, and for future adaptation and transformation4 [66]....
[...]

Journal Article•DOI•

Curiosity and the pleasures of learning: Wanting and liking new information

[...]

Jordan A. Litman¹•Institutions (1)

University of South Florida¹

01 Sep 2005-Cognition & Emotion

TL;DR: This paper proposed a new theoretical model of curiosity that incorporates the neuroscience of "wanting" and "liking", which are two systems hypothesised to underlie motivation and affective experience for a broad class of appetites.

...read moreread less

Abstract: This paper proposes a new theoretical model of curiosity that incorporates the neuroscience of “wanting” and “liking”, which are two systems hypothesised to underlie motivation and affective experience for a broad class of appetites. In developing the new model, the paper discusses empirical and theoretical limitations inherent to drive and optimal arousal theories of curiosity, and evaluates these models in relation to Litman and Jimerson's (2004) recently developed interest-deprivation (I/D) theory of curiosity. A detailed discussion of the I/D model and its relationship to the neuroscience of wanting and liking is provided, and an integrative I/D/wanting-liking model is proposed, with the aim of clarifying the complex nature of curiosity as an emotional-motivational state, and to shed light on the different ways in which acquiring knowledge can be pleasurable.

...read moreread less

521 citations

"Exploring an Extension to the Fores..." refers background in this paper

...Employee development literature [67] argues how employee knowledge acquisition and capability development is affected by: attentional control [68]; motivational factors [69]; communication abilities [3], [115]; curiosity [70]; sense of self-efficacy...
[...]

Journal Article•DOI•

Capability Reconfiguration: An Analysis Of Incumbent Responses To Technological Change

[...]

Dovev Lavie¹•Institutions (1)

University of Texas at Austin¹

01 Jan 2006-Academy of Management Review

TL;DR: It is concluded that the extent to which the chosen mechanism enables incumbents to overcome cognitive and operational impediments influences their capacity to bridge capability gaps.

...read moreread less

Abstract: I present a model of capability reconfiguration, integrating the Schumpeterian perspective on technological discontinuities with the dynamic capabilities literature to explain the responses of incumbents to technological change. I identify substitution, evolution, and transformation as three mechanisms of capability reconfiguration and then link the choice of reconfiguration mechanism to the nature of technological change and to the attributes of capabilities. I conclude that the extent to which the chosen mechanism enables incumbents to overcome cognitive and operational impediments influences their capacity to bridge capability gaps.

...read moreread less

521 citations

"Exploring an Extension to the Fores..." refers background or methods in this paper

...Second, organizational learning [11], [15], [17], [19], [21], [53], which highlights the role of individual cognition and the importance of acquiring, assimilating, and applying new information....
[...]
..., [6], [14], [21], [30], [32], [46], [50], [56], [65], [95], and [96])....
[...]
...The measure included information acquisition and information analysis [9], [21], [25], [32], [59], and FO [20], [35], [50]....
[...]
...Information acquisition involves learning from both external and internal sources of information [6] , [9], [21], [32] and scanning multiple sources [14], [30], [46], [65] to contextualize the content and check its trustworthiness of the source/location [14], [22], [32]....
[...]
..., external/internal, formal/informal,8 multiple) of information scanning [6], [14], [15], [21], [30], [32], [46], [53], [56], [65]....
[...]

Journal Article•DOI•

Time and Organizations

[...]

Allen C. Bluedorn, Robert B. Denhardt¹•Institutions (1)

University of Missouri¹

01 Jun 1988-Journal of Management

TL;DR: In this article, the concept of time is introduced as a major topic for organizational and management research, including a discussion of differing times and temporalities, macro level research and theory are described that relate time to such substantive areas as organizational culture, strategic planning, and organizational contingency theory.

...read moreread less

516 citations

"Exploring an Extension to the Fores..." refers background in this paper

...to managers [23], research indicates that firms are increasingly looking beyond managers and toward individual employees for great ideas [111], [112], [116] and for various activities (such...
[...]
...[23] A. C. Bluedorn and R. B. Denhardt, “Time and organizations,” J. Manage., vol. 14, pp. 299–320, 1988....
[...]
...Theoretical validation, relevant to individuals, for questions 11–22 were based on [20], [23], [38], [50], [96], and [100] for time-...
[...]
...orientation questions, and on [20], [23], [35], [96], and [106] for the information-analysis questions....
[...]
...Third, temporal focus [20], [23], [42], [50], which highlights the importance of future focus of individuals while dealing with information....
[...]