Change search
ReferencesLink to record
Permanent link

Direct link
Networked foresight: The case of EIT ICT Labs
KTH, School of Information and Communication Technology (ICT), Software and Computer systems, SCS. SICS, Sweden.ORCID iD: 0000-0001-7949-1815
2015 (English)In: Technological forecasting & social change, ISSN 0040-1625, E-ISSN 1873-5509, Vol. 101, 147-164 p.Article in journal (Refereed) Published
Abstract [en]

The objective of this article is to explore the value of networked foresight: foresight conducted in innovation networks for the benefit of the network and its partners with active contributions from the partners. Strategic management, specifically the dynamic capabilities approach and vast literature on corporate and strategic foresight argue that deficiencies like one-dimensionality, narrow-sightedness and myopia of closed corporate processes are remedied by incorporating external sources. A broad knowledge base promises to especially benefit foresight in multiple ways. Thus, created an analytical framework that integrates the dynamic capabilities approach with existing results on potential value contributions of foresight, enriched with existing findings in networked foresight and organizational design in the light increasing importance of inter-organizational networks. We conducted a series of interviews and a survey among foresight practitioners in a network to explore the perceived value proposition of networked foresight for the network partners and the network itself. The analysis is based on data drawn from the EIT ICT Labs network of large industry corporations, small-and-medium sized companies, and academic and research institutes. Our study shows that network partners use the results primarily for sensing activities, i.e. data collection and to a lesser extend activity initiation. More sensitive and fundamental organizational aspects such as strategy and decision-making or path-dependency are less affected. Especially SMEs may benefit substantially from network approaches to foresight whereas MNEs are more confident in their existing corporate foresight processes and results. The value for the network itself is substantial and goes beyond value creation potential for companies as discussed in literature. The development of a shared vision—relatable to organizational learning and reconfiguration capabilities—was identified as particularly valuable for the network.

Place, publisher, year, edition, pages
Elsevier, 2015. Vol. 101, 147-164 p.
Keyword [en]
Corporate foresight, Networked foresight, Innovation networks, Collaboration for innovation, Open innovation, Dynamic capabilities
National Category
Economics and Business
URN: urn:nbn:se:kth:diva-159148DOI: 10.1016/j.techfore.2014.02.002ISI: 000367108500012ScopusID: 2-s2.0-84949099852OAI: diva2:782671

QC 20160121

Available from: 2015-01-22 Created: 2015-01-22 Last updated: 2016-02-09Bibliographically approved

Open Access in DiVA

No full text

Other links

Publisher's full textScopus

Search in DiVA

By author/editor
Boman, Magnus
By organisation
Software and Computer systems, SCS
In the same journal
Technological forecasting & social change
Economics and Business

Search outside of DiVA

GoogleGoogle Scholar
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

Altmetric score

Total: 113 hits
ReferencesLink to record
Permanent link

Direct link