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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.
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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: This paper examines the multiple scenario approach as an important corporate innovation in strategic planning using a participant/observer perspective and examines such organizational aspects as the need for diversity of views and the importance of simplicity and manageability.
Abstract: This paper examines the multiple scenario approach as an important corporate innovation in strategic planning. Using a participant/observer perspective, I examine how scenario planning tries to meet certain methodological, organizational and psychological challenges facing today's senior managers. Three prime characteristics are identified as setting the scenario approach apart from more traditional planning tools: (1) the script or narrative approach, (2) uncertainty across rather than within models, and (3) the decomposition of a complex future into discrete states. After exploring the intellectual roots of scenario planning, I examine such organizational aspects as the need for diversity of views and the importance of simplicity and manageability. Both benefits and obstacles to using scenarios in organizations are identified. Cognitive biases are examined as well, especially the well-known biases of overconfidence and the conjunction fallacy. Two experiments test the impact of scenarios on people's subjective confidence ranges. Another two experiments test the internal coherence of subjects' beliefs. The psychological benefit of scenario planning appears to tie in the exploitation of one set of biases (e.g., conjunction fallacies) to counteract another (such as overconfidence).

825 citations


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

  • ...orientation questions, and on [20], [23], [35], [96], and [106] for the information-analysis questions....

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Journal ArticleDOI
TL;DR: In this paper, the authors argue that individuals are made up of individuals and that micro-foundations are needed for explanation in strategic organization, and that to fully explicate organizational anything, one must start with and understand the individuals that compose the whole, specifically their underlying nature, choices, abilities, propensities, heterogeneity, purposes, expectations and motivations.
Abstract: Organizations are made up of individuals, and there is no organization without individuals. There is nothing quite as elementary; yet this elementary truth seems to have been lost in the increasing focus on structure, routines, capabilities, culture, institutions and various other collective conceptualizations in much of recent strategic organization research. It is not overstating the matter too much to say that ‘organization’ has generally entered the field of strategy in the form of various aggregate concepts. This editorial essay is born out of a frustration on our part for the present lack of focus on individuals in much of strategic organization and the taken-forgranted status of ‘organization’. Specifically, the underlying argument of this essay is that individuals matter and that micro-foundations are needed for explanation in strategic organization. In fact, to fully explicate organizational anything – whether identity, learning, knowledge or capabilities – one must fundamentally begin with and understand the individuals that compose the whole, specifically their underlying nature, choices, abilities, propensities, heterogeneity, purposes, expectations and motivations. While using the term ‘organizational’ may serve as helpful shorthand for discussion purposes and for reduced-form empirical analysis, truly explaining (beyond correlations) the organization (e.g. existence, decline, capability or performance), or any collective for that matter, requires starting with the individual as the central actor. Our particular focus in this essay is on the organizational capabilities-based literature in strategic management. This focus serves as a specific example of a more general problem of lack of attention to individuals in strategic organization. (Wider implications could be explicated given more space.) As brief support for the fact that our discussion does have wider ramifications, we note that Selznick has also quite poignantly raised the need for micro-foundations on the part of institutional scholars (1996: 274). Whetten (2004) also highlights the fact that scholars are rarely explicit about what they mean by ‘organizational’. STRATEGIC ORGANIZATION Vol 3(4): 441–455 DOI: 10.1177/1476127005055796 Copyright ©2005 Sage Publications (London,Thousand Oaks, CA and New Delhi) http://soq.sagepub.com

796 citations


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

  • ...[89] T. Felin and N. J. Foss, “Strategic organization: A field in search of micro-foundations,” Strategic Org., vol. 3, pp. 441–55, 2005....

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  • ...Felin and Foss [89] indicate that “without individuals there is no collective....

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  • ...[31] T. Felin, N. J. Foss, K. H. Heimeriks, and T. L. Madsen, “Microfoundations of routines and capabilities: Individuals, processes, and structure,” J. Manage....

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  • ...Felin and Foss [89] indicate that “without individuals there is no collective.”...

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  • ...[43] N. J. Foss and T. Pedersen, “Microfoundations in strategy research,” Strategic Manage....

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Journal Article

784 citations

Journal ArticleDOI
TL;DR: In this paper, the authors identify three primary components underlying routines and capabilities: individuals, social processes, and structure, and discuss how these components, and their interactions, may affect routine and capability.
Abstract: This article introduces the Special Issue and discusses the microfoundations of routines and capabilities, including why a microfoundations view is needed and how it may inform work on organizational and competitive heterogeneity. Building on extant research, we identify three primary categories of micro-level components underlying routines and capabilities: individuals, social processes, and structure. We discuss how these components, and their interactions, may affect routines and capabilities. In doing so, we outline a research agenda for advancing the field's understanding of the microfoundations of routines and capabilities.

773 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....

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  • ...cratic microlevel (individual) sources of heterogeneity [31]....

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  • ...eral) are anchored at lower levels [2], [43], [82], and arise, inpart, from the capability of individual members (employees) and their interactions [31], [78], [112]....

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  • ...[31] opines that capabilities might crucially depend on individual level abilities....

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Journal ArticleDOI
TL;DR: Test empirically the relationships between the environmental scanning activities of upper‐level executives and their organizations' strategies, on the premise that executives would scan to reinforce their organization's particular basis for competing.
Abstract: The purpose of this study was to test empirically the relationships between the environmental scanning activities of upper-level executives and their organizations' strategies, on the premise that executives would scan to reinforce their organization's particular basis for competing. Among the three industries studied, there were differences in the strategy–scanning link. These differences may have been attributable to different dominant environmental requirements existing in each industry.

762 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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  • ...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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  • ..., external/internal, formal/informal,8 multiple) of information scanning [6], [14], [15], [21], [30], [32], [46], [53], [56], [65]....

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Why foresight competecy important?

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