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: In this article, the authors show that the move between R&D-based exploration and exploitation is related to organizational failure and that firms that are superior learners are more likely to survive the leap from exploitation to exploration.
Abstract: Research summary: R&D-based exploration and exploitation are necessary in order for firms to have sustainable competitive advantage. Yet, transitioning between these orthogonal types of R&D is considered profound organizational change. Building on recent research showing that compact, significant changes in R&D expenditure is an antecedent to the transition between explorative and exploitative R&D, I show that this leap between exploration and exploitation is quite hazardous. The magnitude of changes in R&D expenditure, whether increases or decreases, is positively associated with organizational failure. Firms maintaining higher levels of absorptive capacity are more capable of surviving the leap from R&D-based exploitation to exploration, and firms that do not use reductions in R&D expenditure to manipulate short-term earnings performance are more likely to survive the leap from exploration to exploitation.
Managerial summary: In order to survive and thrive, innovative companies must be able to exploit their existing competencies, and to explore for new ones once those current competencies decline in value. However, transiting from one form of innovation to the other is difficult because the skills required to explore are fundamentally opposed to those required to exploit. In this article, I describe how difficult this leap between exploration and exploitation can be. I show that the move between R&D-based exploration and exploitation is related to organizational failure. In addition, firms that are superior learners are more likely to survive the leap from exploitation to exploration, and firms that are not cutting R&D expenditure to manipulate earnings are more likely to survive the leap from exploration to exploitation. Copyright © 2015 John Wiley & Sons, Ltd.
76 citations
"Exploring an Extension to the Fores..." refers background in this paper
...While current knowledge and information is a basis of exploiting current competencies [62] and improving present returns...
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TL;DR: In this paper, the authors adopt a co-opetition-based approach in theoretically conceptualizing value creation in interfirm alliances as a three-dimensional construct and argue that in addition to common benefit and private benefit cooperation, a third dimension namely private benefit competition should also be considered as an integral dimension of value creation.
75 citations
"Exploring an Extension to the Fores..." refers background in this paper
...429] and acceptable [28], [138] for an exploratory study of a new dimension....
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TL;DR: In this paper, the authors focus on the organisation of Corporate Foresight (CF): how the companies design their organization to anticipate future trends and detect weak signals and highlight the organisational variables that characterise a CF organisation.
75 citations
"Exploring an Extension to the Fores..." refers background in this paper
...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],...
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...organizations [10], [11], [13], which allow for a longer and broader view of the environment....
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...Battistella [13] describes four organizational foresight-dimensions: structure, coordination, decision making processes, and control systems....
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TL;DR: In this paper, the current state of practice of a corporate foresight unit within a multinational automotive company, working with this task assignment for more than three decades, is described, where the early detection of medium to long-term developments in the broader business environment, including social and market developments, is integrated into innovation and strategy processes.
72 citations
"Exploring an Extension to the Fores..." refers background or methods in this paper
...[18], [25], [26], studies focusing on the individual level foresight capability are just beginning to emerge....
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...The measure included information acquisition and information analysis [9], [21], [25], [32], [59], and FO [20], [35], [50]....
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...Extant literature indicates that the foresight process is used at the national [26] and industry levels [25], and predominantly...
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...In addition, the literature has brought out the consequences of foresight on innovation [25] and value contribution [10]....
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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 article, the authors examine the effects of two structural types, organic and mechanistic, on individuals' gathering, interpretation, and synthesis of information and, in turn, their problem-solving orientation.
Abstract: Researchers' primary concern with respect to the information processing perspective has been to understand how structural features influence the organization's ability to draw upon and utilize information for resolving problems, ignoring the primary role of individuals as the information processors within the organization. To shed light on this issue, we employ a quasi-experimental design to examine the effects of two structural types, organic and mechanistic, on individuals' gathering, interpretation, and synthesis of information and, in turn, their problem-solving orientation. Holding the external context constant, our evidence shows that individuals do process information differently under the two structural types, which then leads to different comfort levels in dealing with organizational problems. These findings highlight the importance of considering the microfoundations of the information processing perspective. Copyright © 2012 John Wiley & Sons, Ltd.
63 citations
"Exploring an Extension to the Fores..." refers background in this paper
...organizational coordination methods [115], and organizational processes [115, p....
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...) [3], [115], [116] involving individual foresight (e....
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...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...
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...research on factors that can influence the aggregation of employee foresight to the organizational level; these factor could include, for example, communication [115], leadership [14],...
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