STRATEGIC FORESIGHT AS A TOOL OF STRATEGIC RESPONSE

  • Svetla Boneva
Keywords: strategic foresight, methods and elements of strategic foresight

Abstract

The paper presents the basic aspects of strategic foresight as a tool for
better strategic planning at company and policy level. The scope, objectives, basic
definitions, methods and elements of strategic foresight have bben presented. The market
and technology perspective of foresight as a framework of strategic response have been
outlined, the basic actors and methods in the strategic response process have been
pointed out.

References

1. Rohrbeck, R., H. M. Arnold and J. Heuer, 2007, Strategic Foresight - a case
study on the Deutsche Telekom Laboratories, ISPIM-Asia Conference; New Delhi, India
2. Anderson, J. (1997) Technology foresight for competitive advantage, Long
Range Planning, Vol. 30, No. 5, pp. 665-677.
3. Cuhls, K. (2003) From forecasting to foresight processes - New participative
foresight activities in Germany, Journal of Forecasting, Vol. 22, No. 2-3, pp. 93-111.
4. Tsoukas, H. and J. Shepherd (2004) Coping with the future: developing
organizational foresightfulness - Introduction, Futures, Vol. 36, No. 2, pp. 137-144.
5. Slaughter, R.A. (1997) Developing and Applying Strategic Foresight, ABN
Report, Vol. 5, No. 10, pp. 13-27.
6. Roll, M. (2004) Strategische Frühaufklärung : Vorbereitung auf eine ungewisse
Zukunft am Beispiel des Luftverkehrs, Wiesbaden: Dt. Univ.-Verl.
7. Rauscher, L.-H. (2004) Strategische Frühaufklärung : neuer Vorschlag zur
finanziellen Bewertung, Lohmar ; Köln: Eul.
8. Dürr, H.-P., et al. (2004) Werkstattbericht Nr. 64: Zukunftsforschung im
Spannungsfeld von Visionen und Alltagshandeln, Berlin: IZT.
9. Kreibich, R. (2006) Arbeitsbericht 23: Zukunftsforschung, in Zukunftsforschung
Berlin: Institut für Zukunftsstudien und Technologiebewertung.
10. Burmeister, K., et al. (2002) Zukunftsforschung und Unternehmen - Praxis,
Methoden, Perspektiven, Essen: Druck- und Verlagskooperative stattwerk e. G.
11. Porter, A.L., et al. (2004) Technology futures analysis: Toward integration of the
field and new methods, Technological Forecasting and Social Change, Vol. 71, No. 3, pp.
287-303.
12. Arnold, H.M. (2003) Technology Shocks: Origins, Management Responses and
Firm Performance, Heidelberg and New York: Physica Verlag Springer-Verlag GmbH &
Co.KG.
13. Reger, G. (2001) Technology foresight in companies: From an indicator to a
network and process perspective, Technology Analysis & Strategic Management, Vol. 13,
No. 4, pp. 533-553. ISPIM-Asia 2007 conference, New Delhi, India – 9th-12th January
2007
14. Lichtenthaler, E. (2005) The choice of technology intelligence methods in
multinationals: towards a contingency approach, International Journal of Technology
Management, Vol. 32, No. 3-4, pp. 388-407.
15. Ashton, W.B. and G.S. Stacey (1995) Technical intelligence in business:
Understanding technology threats and opportunities, International Journal of Technology
Management, Vol. 10, No. 1, pp. 79-104.
16. Brockhoff, K. (1991) Competitor Technology Intelligence in German Companies,
Industrial Marketing Management, Vol. 20, No., pp. 91-98.
17. Makadok, R. and J.B. Barney (2001) Strategic Factor Market Intelligence: An
Application of Information Economics to Strategy Formulation and Competitor Intelligence,
Management Science, Vol. 47, No. 12, pp. 1621-1638.
18. Fleisher, C.S. and D.L. Blenkhorn (2000) Managing Frontiers in Competitive
Intelligence, Greenwoold: Greenwood Press.
19. Norling, P.M., et al. (2000) Putting competitive technology intelligence to work,
Research Technology Management, Vol. 43, No. 5, pp. 23-28.
20. Porter, A.L., et al. (1991) Forecasting and Management of Technology: John
Wiley & Sons Inc
21. Atuahene-Gima, K. and F. Evangelista (2006) Cross-functional influence in new
product development: An exploratory study of marketing and R&D perspectives,
Management Science, Vol. 46, No. 10, pp. 1269–1284.
22. Sherman, J.D., D. Berkowitz, and W.E. Souder (2005) New product
development performance and the interaction of cross-functional integration and
knowledge management, Journal of Product Innovation Management, Vol. 22, No. 5, pp.
399-411.
23. Bulte, C.V.d. and R.K. Moenaert (1998) The effects of R&D team co-location on
communication patterns among R&D, marketing, and manufacturing, Management
Science, Vol. 44, No. 11, pp. S1-S18.
24. Leenders, M.A. and B. Wierenga (2002) The effectiveness of different
mechanisms for integrating marketing and R&D, The Journal of Product Innovation
Management, Vol. 19, No. 4, pp. 305-317.
25. Olson, E.M., et al. (2001) Patterns of cooperation during new product
development among marketing, operations and R&D: Implications for project performance,
The Journal of Product Innovation Management, Vol. 18, No. 4, pp. 258-271.
26. Moenaert, R.K., et al. (1994) R&D–Marketing Integration Mechanisms,
Communication Flows, and Innovation Success, Journal of Product Innovation
Management, Vol. 11, No. 1, pp. 31-45.
27. Rost, K., K. Hoelzle, and H.G. Gemuenden (2006) Promotors or Champions?
Pros and cons of role specialization for economic progress, Schmalenbach Business
Review, Vol. In Press, No.
Published
2023-02-03
How to Cite
Boneva, S. (2023). STRATEGIC FORESIGHT AS A TOOL OF STRATEGIC RESPONSE. Vanguard Scientific Instruments in Management, 7(7). Retrieved from https://vsim-journal.info/index.php?journal=vsim&page=article&op=view&path[]=429