Table 4 Different states of driving forces, their designated name, and labels
From: Using corporate foresight to enhance strategic management practices
Uncertainty label | Underlying critical uncertainty | States | State description | Relevant key forces |
|---|---|---|---|---|
\({U}_{1}\) | International interactions | A1 | Bounded | •Failure to form an agreement with the USA and European countries •The risk of war •Tourist flows to Iran • “Price competitiveness” of tourism industry in Iran |
A2 | Boundless | |||
\({U}_{2}\) | China’s growth | B1 | Revolutionary | •America-China interactions and tensions •China’s growth and approach in the packaging industry |
B2 | Evolutionary | |||
\({U}_{3}\) | Environmental conditions | C1 | Resilient | •The rise of demand for environmentally friendly packaging •The rise of small-scale aquaculture system for households |
C2 | Breakdown | |||
\({U}_{4}\) | Regimen of production | D1 | Distributed/home based | •The rise of 3-D printing |
D2 | Centralized/factory-based | |||
\({U}_{5}\) | The role of customers in value chain | E1 | Consumption | •Co-creation in design and packaging |
E2 | Prosumption | |||
E3 | Co-creation |