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.
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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
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
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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TL;DR: It is argued that capabilities considerations are inherently intertwined with questions about organizational boundaries and internal organization, and this point is used to respond to the prevalent capabilities first logic.
Abstract: For decades, the literatures on firm capabilities and organizational economics have been at odds with each other, specifically relative to explaining organizational boundaries and heterogeneity. We briefly trace the history of the relationship between the capabilities literature and organizational economics, and we point to the dominance of a “capabilities first” logic in this relationship. We argue that capabilities considerations are inherently intertwined with questions about organizational boundaries and internal organization, and we use this point to respond to the prevalent capabilities first logic. We offer an integrative research agenda that focuses first on the governance of capabilities and then on the capability of governance.
107 citations
"Exploring an Extension to the Fores..." refers background in this paper
...Theoretical validation, relevant to individuals, for questions 11–22 were based on [20], [23], [38], [50], [96], and [100] for time-...
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...To handle multiple contingencies or futures, employees must foresee [38], and set objectives and plans with a future focus [20]....
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...Now, from a microfoundational perspective [2], individuals learn through a process of discovering and disseminating information; this assists an employee to develop foresight [38]....
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TL;DR: It is argued that organizations emerge to achieve the intensive use of the knowledge that is acquired to perform specific tasks and to integrate dispersedknowledge that is embodied in different human minds.
Abstract: This paper attempts to bridge a gap between organizational economics and strategy research through an analysis of knowledge and communication in organizations. We argue that organizations emerge to achieve the intensive use of the knowledge that is acquired to perform specific tasks and to integrate dispersed knowledge that is embodied in different human minds. The attributes of the tasks undertaken determine the optimal acquisition and distribution of knowledge. Depending on the codifiability of knowledge, different communication modes arise as a coordination mechanism to deepen the division of labor, leverage managerial talent, and exploit the increasing returns to knowledge. Organizational processes can be adapted through codes and culture to facilitate coordination; organizational structure can be designed to complement the limitations of human ability. We stress that organizational process and structure construct the core of organizational capital, which generates rent and sustains organizational growth. From the analysis, we draw implications for the strategic management of knowledge and human resources in organizations.
104 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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TL;DR: In this paper, Tsoukas et al. discuss the importance of vision in organizational learning and develop a set of guidelines for developing a future-aware organization from a past-aware vision.
Abstract: Figures. Tables. Notes on the Contributors. Foreword: Foresight Matters (Spyros Makridakis). 1. Introduction: Organizations and The Future, From Forecasting To Foresight (Haridimos Tsoukas And Jill Shepherd). Part I: Making Sense Of Organizational Foresight. 2. Re--Educating Attention: What Is Foresight And How Is It Cultivated (Robert Chia). 3. Invention And Navigation As Contrasting Metaphors Of The Pathways To The Future (V.K. Narayan And Liam Fahey). 4. Strategy And Time: Really Recognizing The Future (T.K. Das). Part II: Foresight And Organizational Learning. 5. Foresight Or Foreseeing? A Social Action Explanation Of Complex Collective Knowing (David R. Schwandt And Margaret Gorman). 6. Retrospective Sensemaking And Foresight: Studying The Past To Prepare For The Future (Raanan Lipshitz, Neta Ron & Micha Popper). 7. Can Illusion Of Control Destroy A Firm's Competence? The Case Of Forecasting Ability (Rudolph Durand). Part III: Developing Foresightful Organizations. 8. Time Travelling: Organizational Foresight As Temporal Reflexivity (Miguel Pina E. Cunha). 9. The Concept Of "Weak Signals" Revisited: A Re--Description From A Constructivist Perspective (David Seidl). 10. Meta--Rules For Entrepreneurial Foresight (Ted Fuller, Paul Argyle and Paul Moran). 11. Autopoietic Limitations Of Probing The Future (Deborah Blackman And Steven Henderson). Afterword: Insights Into Foresight (Kees van der Heijden). Index
103 citations
TL;DR: In this paper, a critical survey of the cognitive dimensions of strategic foresight is presented, highlighting the ambivalence between foresight attitude and activity and highlighting the limits of the usual literature.
90 citations
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...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....
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...organizations [10], [11], [13], which allow for a longer and broader view of the environment....
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...1) What dimensions (and items in turn) contribute toward a measure of employee foresight capability in an organization? 2) What is the nature of those dimensions? In general, the research literature views foresight2 as a higher order dynamic capability, with studies being conducted at the national [26] and organizational [9], [10], [11], [25] levels....
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TL;DR: In this paper, the authors present a model depicting three phases of evolution of learning strategies in large industrial organizations, using the example of Motorola University, showing that the dynamics of rapid change, heightened global competition and advancing technology mean that organizational success will increasingly depend on learning.
Abstract: Executive Overview The dynamics of rapid change, heightened global competition and advancing technology mean that organizational success will be increasingly dependent on learning. Recognition of the importance of learning in today's business reality is reflected in a recent explosion of interest in learning organizations and the emergence of corporate learning centers and universities. Although reports of new corporate initiatives appear daily, and rhetoric abounds, there has been little synthesis of the underlying logic of recent learning initiatives. Using the example of Motorola University, we present a model depicting three phases of evolution of learning strategies in large industrial organizations.
78 citations
"Exploring an Extension to the Fores..." refers background in this paper
...[132] G. Martin, N. Washburn, M. Makri, and L. R. Gomez-Mejia, “Not all risk taking is born equal: The behavioral agency model and CEO’s perception of firm efficacy,” Human Res....
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...Thus, there is a growing recognition that each employee needs to probe and investigate the environment, much like a CEO [61]....
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