Table 1 A review of exemplars of corporate foresight case studies (source: authors)
From: Using corporate foresight to enhance strategic management practices
Authors | Methodology | Industry | Key contribution |
|---|---|---|---|
Calof et al. (2020) [6] | Multimethod (expert panel, SWOT, wild cards, etc.) | Russian service company | A detailed practical know-how of CF implementation and its contribution to organizational innovation |
Klos & Spieth (2021) [37] | Multimethod (foresight workshops, interviews, group discussions, etc.) | German construction sector | How personal technological frames of managers alter during CF activities. Despite initial impact of foresight on managerial sense-making mechanisms, managers revert back to pre-foresight frames |
Tavana et al. (2021) [63] | Multimethod (technology development framework, scenario, DEMATEL a, etc.) | Communication industry | Development and implementation of a unique structured foresight and scenario-planning procedure |
Idoko & MacKay (2021) [33] | Longitudinal study of applying horizon scanning | UK financial institution | Description of the performative dimension of CF: CF tools do not only describe a future state but also create it |
Haarhaus & Liening (2020)b [23] | Mixed method (interviews, surveys, and quantitative empirical investigation) | Various industries | Demonstration of positive association between strategic foresight and firm’s dynamic capabilities, namely, strategic flexibility and decision rationality |
Milshina & Vishnevskiy (2018) [42] | Multimethod (road mapping, scenario, PEST analysis, etc.) | Russian SMEsc in the medical cluster | A pragmatic know-how of implementing roadmap-centered CF for a cluster of SMEs leading to priority-setting and alternative investigation |
Peter (2019) [46] | Multimethod (scenario workshops, environmental scanning, weak signal analysis, etc.) | Swiss bank PostFinance | A report about application of different versions of CF in a company since 2006 and its resultant foresight policies: (1) development of a foresight framework, (2) establishment of a network of trend scouts, (3) confirmation of foresight continuum to ensure flexibility |
Torres & Pena Jr (2021) [65] | Interviews and document analysis | Brazilian Agricultural Research Corporation | A description of the impact of CF on mitigation of bounded rationality in decision-making processes |
Heger & Boman (2015) [26] | Semi-structured interviews and online surveys | EITd ICT labs (100 partners) | Exploration of how networked foresight is predominately used for “sensing activities” and somewhat for “activity initiation” (p. 1) |
Battistella (2014) [3] | Multimethod (multiple case studies, interviews, secondary data analysis, etc.) | Telecommunication industry (8 companies) | Characterization of CF systems: designation of a particular foresight system structurally or culturally, improvement of organizational foresightfulness, development of control systems for dissemination of foresightfulness |
Marinova et al. (2013) [39] | Multimethod (archival record analysis, direct observation, interviews, etc.) | A European bank | A trichotomous approach to analysis of CF at managerial, organizational, and environmental level of analysis |
Heiko & Stillings (2013) [27] | Multimethod (scenario, Delphi, participatory workshops) | A German producer of high-performance materials | Conceptualization and execution of an “innovation-focused scenario process,” extraction of market scenarios, development of prototypes and business models |
Sarpong & Hartman (2018) [56] | Semi-structured interviews | European sportswear retail industry | How top-down mechanisms of management can lead to dissipation of organizational “foresightfulness” among middle managers |
Castillo-Camarena & López-Ortega (2021) [8] | Multimethod (bibliometrics, expert panels, Delphi) | A case study in TRDCse | Juxtaposition of current situation of the enterprise with created future intelligence to set priorities |
Öner & Beşer (2011) [45] | Assessment survey | Turkish multinational company | How CP projects might be assessed to detect their pitfalls and challenges and improve future CF executions |
Rohrbeck (2010) [49] | Multimethod (multiple case studies, interviews, internal-document analysis | Several European industries | Development of a maturity model to assess future preparedness of organizations |
Gershman et al. (2016) [20] | Multimethod (survey, interviews, internal-document analysis) | Russian state-owned enterprises | Development of a technology roadmap suitable for SOEs |
Fathi et al. (2021) [15] Spaniol & Rowland (2022) [61] Hansen et al. (2021) [25] | Multimethod (MICMAC, soft operational research, Delphi) Multimethod (scenario, road map) Open innovation and open foresight | Iran’s textile industry Roll-on/roll-off shipping ecosystem in the Baltic Sea Forest sector multinationals | Development of exploratory scenarios and its impact on an industry in a developing country with and without sanctions Investigates the function of corporate foresight at the level of ecosystem to orchestrate the ecosystems and design a set of shared future options Designs a pathway for traditional forest sector companies to investigate opportunities to hasten their sociotechnical transition |