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Journal ArticleDOI

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

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.
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.
Citations
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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.
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.

459 citations

Journal ArticleDOI
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).
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.

1 citations

Journal ArticleDOI
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.
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.
References
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Journal ArticleDOI
TL;DR: It is found that stars hired to explore (initiate new activities) experience a short-and-long-term performance decline; by contrast, stars who join new firms to exploit (reinforce existing activities) suffer only ashort-term drop in performance.
Abstract: This paper examines exploration and exploitation in professional service firms by focusing on the individuals who carry out the exploration and exploitation activities. Specifically, we examine the performance of star security analysts who join new firms in exploration versus exploitation roles. We find that stars hired to explore (initiate new activities) experience a short-and long-term performance decline; by contrast, stars who join new firms to exploit (reinforce existing activities) suffer only a short-term drop in performance. Stars hired in exploration roles can preserve some of their performance by moving with a group of colleagues from the originating firm. Investors view the hiring of a star analyst as value-destroying for the hiring firm regardless of whether the firm is hiring to exploit or explore, but the negative reactions are economically more extreme for exploration hires. These findings indicate that, even at the individual level, probabilities of success in exploration activities are lower than in exploitation activities, thereby reinforcing the tendency toward exploitation.

303 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...

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  • ...and nonstar ones, such as scientists and analysts [111], [112], to help it move toward preferred futures....

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01 Aug 2013
TL;DR: In this paper, the authors developed a model of temporal work in strategy making that articulates how actors resolved differences and linked their interpretations of the past, present, and future so as to construct a strategic account that enabled concrete strategic choice and action.
Abstract: This paper reports on a field study of strategy making in one organization facing an industry crisis. In a comparison of five strategy projects, we observed that organizational participants struggled with competing interpretations of what might emerge in the future, what was currently at stake, and even what had happened in the past. We develop a model of temporal work in strategy making that articulates how actors resolved differences and linked their interpretations of the past, present, and future so as to construct a strategic account that enabled concrete strategic choice and action. We found that settling on a particular account required it to be coherent, plausible, and acceptable; otherwise, breakdowns resulted. Such breakdowns could impede progress, but they could also be generative in provoking a search for new interpretations and possibilities for action. The more intensely actors engaged in temporal work, the more likely the strategies departed from the status quo. Our model suggests that strategy cannot be understood as the product of more or less accurate forecasting without considering the multiple interpretations of present concerns and historical trajectories that help to constitute those forecasts. Projections of the future are always entangled with views of the past and present, and temporal work is the means by which actors construct and reconstruct the connections among them. These insights into the mechanisms of strategy making help explain the practices and conditions that produce organizational inertia and change.

299 citations

Journal ArticleDOI
TL;DR: In this article, a multidimensional framework of CEO temporal focus (the degree to which CEOs characteristically devote attention to perceptions of the past, present, and future) is proposed to predict the rate of new product introduction.
Abstract: Using a multidimensional framework of CEO temporal focus (the degree to which CEOs characteristically devote attention to perceptions of the past, present, and future), we propose that a company's rate of new product introduction (NPI) is predicted by a CEO's focus on each of the three distinct time frames in interaction with environmental dynamism. Based on a longitudinal (from 1996 to 2003) analysis of 221 firms in 19 industries, we show that, in stable environments, new products are introduced faster in firms headed by CEOs with high past focus, high present focus, and low future focus. In dynamic environments, new products are introduced faster in firms headed by CEOs with low past focus, high present focus, and high future focus. These findings demonstrate how CEO temporal attentional bias shapes the rate of NPI.

297 citations


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

  • ...The measure included information acquisition and information analysis [9], [21], [25], [32], [59], and FO [20], [35], [50]....

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  • ..., industry) [35], it also varies as per an employee’s characteristics and situations....

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  • ...As well, the literature indicates varying life cycle with respect to industry [35], [118]....

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  • ...able, since they possess higher perceptions of the future [20], [35]....

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  • ..., [9] and [12]), by appealing to three theoretical bodies of literature, namely learning [17], [53], cognition [4], [5], and temporal orientation [35], [50])....

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Journal ArticleDOI
TL;DR: In this article, the knowledge-based view of strategy has significantly advanced understanding of the foundations of competitive advantage, but less is known about how knowledge becomes a strategic resource and how to use it.
Abstract: Although the knowledge-based view of strategy has significantly advanced understanding of the foundations of competitive advantage, less is known about how knowledge becomes a strategic resource. I...

280 citations


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

  • ..., [6], [14], [21], [30], [32], [46], [50], [56], [65], [95], and [96])....

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  • ...Frequency [14], [30], [46] and high quality [14], [53] of information acquisition (in terms of scope and source) influences the formation of distinctive, uncommon knowledge for seeking preferred futures [14]....

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  • ...added to question 9, as an adjective (after expert-review item refinement—see Section VI-B2, and [14], and [53])....

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  • ...First, frequently, which was not in [9], was found in other literature [14], [30], [46], and this led to the creation...

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  • ...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]....

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Journal ArticleDOI
TL;DR: In his classic article on exploration and exploitation, March (1991) presented an agent-based model simulating learning within an organization that includes mutual learning between individual employees.
Abstract: In his classic article on exploration and exploitation, March (1991) presented an agent-based model simulating learning within an organization. His model includes mutual learning between individual...

278 citations

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Why foresight competecy important?

The paper does not explicitly mention why foresight competency is important.