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Journal articles on the topic 'Foresight'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 July 2025

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1

Шинина, Татьяна, Tatyana Shinina, Инна Морозова, and Inna Morozova. "Research Foresight — a New Educational Technology for Developing the Competencies of Industry Managers Cost." Scientific Research and Development. Socio-Humanitarian Research and Technology 7, no. 3 (2018): 54–58. http://dx.doi.org/10.12737/article_5ba389ad77dbd4.30665257.

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The article is devoted to the disclosure of the prerequisites for the creation and description of the theoretical foundations of the new educational technology «Re-foresight» («Research Foresight»). The article justified the request for new educational technologies in working with the managers of the new formation. The genesis of the foresight methodology is presented, in which the content thread of the formation of instruments of influence on the development of the strategies of the country, region, and industry is traced. The road map of author's educational technology for research foresight

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Yefremova, Nataliia, Maryna Marchenko, and Liudmyla Lomovskykh. "The role and significance of foresight in the strategic management of regional development in the era of globalization and digital transformation of the economy." Galic'kij ekonomičnij visnik 82, no. 3 (2023): 145–51. http://dx.doi.org/10.33108/galicianvisnyk_tntu2023.03.145.

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The article defines the role and significance of the foresight in the strategic management of regional development in the conditions of globalization and digital transformation of the economy, discloses ways of promoting the regional foresight in the development of regions, presents the characteristics of the directions of regional foresight assistance in solving global problems, substantiates the potential directions of the regional foresight. Foresight is a systematic approach to identifying and analyzing future trends and challenges, as well as developing strategies to address them. Foresig

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3

Myasnyankina, O. V., and A. A. Zaitsev. "Foresight as a tool for implementing the directions of new industrialization." Vestnik Universiteta, no. 2 (March 17, 2023): 48–56. http://dx.doi.org/10.26425/1816-4277-2023-2-48-56.

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The subject of the study is the process of reindustrialization in the old industrial region, where the main development resources are preserved, but the activity level of innovative processes is insufficient.The purpose of the study is the possibility of applying foresight methods in the implementation of neoindustrialization projects in the region.The methodology includes a monographic study of the industrialization processes dynamics, a comparative analysis of procedures for changing the structure of industrial production, and a foresight conducting methodology.The main result of the study i

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4

Purwanto, Jaka, Reza Ashari Nasution, and Yudo Anggoro. "A Literature Review and Conceptual Framework on Corporate Strategic Foresight – What Value Created as a Source of Competitive Advantage in the Automotive Industry." Jurnal Manajemen Indonesia 23, no. 2 (2023): 221. http://dx.doi.org/10.25124/jmi.v23i2.5631.

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Nowadays, the challenge in the automotive industry is more demanding due to the increase in dynamicity and complexity of environmental changes in the external business environment. Under the increasing uncertainty level, companies require a strategic approach to face these challenges. One of the essential techniques used to meet the environmental dynamic is corporate strategic foresight. Hence, it is essential to understand its value creation because the business environment is getting more uncertain and intense competition. However, the investigation of corporate strategic foresight value cre

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Gaïti, Brigitte, and Didier Georgakakis. "What future for EU foresight? A critical perspective on the institutionalisation of foresight." European Law Journal 30, no. 3 (2024): 443–63. http://dx.doi.org/10.1111/eulj.12528.

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AbstractWhat are the potential strengths and weaknesses in the current reconstruction of foresight at the EU level? In questioning foresight's institutionalisation processes from both a historical and a political sociology perspective, the article claims that charting the future is an issue of political power and that, hence, foresight's institutionalisation can never be taken for granted. More precisely, we identify two factors that determine how such process plays out. First, it depends on the definition and importance of the future according to specific contexts (war, economic or health cri

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6

Proskuryakova, Liliana. "Russia’s energy in 2030: future trends and technology priorities." foresight 19, no. 2 (2017): 139–51. http://dx.doi.org/10.1108/fs-07-2016-0034.

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Purpose The purpose of the study is to discuss and critically assess the outcomes of the Foresight study of the Russian energy sector, undertaken in 2014 in the course of a large-scale national Foresight exercise – “Science and Technology (S&T) Foresight 2030”. Design/methodology/approach In this paper, the author performs an ex post evaluation of the Foresight study. The methods used are the literature review of the research and analytical publications that appeared after 2014, policy analysis of new national energy regulations and technologies, interviews and expert panels, and performin

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7

Chulok, Alexander A. "Economic analysis of foresight as an instrument of strategic corporate management: World trends and Russian experience." Russian Management Journal 19, no. 2 (2021): 151–76. http://dx.doi.org/10.21638/spbu18.2021.202.

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This article presents the results of a comprehensive research of foreign and Russian studies in the field of corporate foresight, identifies their key research questions, conducts a structural analysis of cases, gives a classification and summarizes characteristics of domestic projects using foresight methods since the 90s of the past century. The search for an effective tool to ensure strategic development and sustainable competitiveness of the company has been the subject of lively academic discussion since the middle of the last century. However, the research landscape is still highly fragm

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8

Schuch, Klaus. "Foresight-Russia." Foresight-Russia 8, no. 3 (2014): 6–17. http://dx.doi.org/10.17323/1995-459x.2014.3.6.17.

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9

Bolwell, Brian J. "Foresight." Oncology Times 41, no. 3 (2019): 10. http://dx.doi.org/10.1097/01.cot.0000553534.61382.67.

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10

Stuart, Toni. "Foresight." Callaloo 41, no. 1 (2018): 88. http://dx.doi.org/10.1353/cal.2018.0031.

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11

Demiralp, Çağatay, Peter J. Haas, Srinivasan Parthasarathy, and Tejaswini Pedapati. "Foresight." Proceedings of the VLDB Endowment 10, no. 12 (2017): 1937–40. http://dx.doi.org/10.14778/3137765.3137813.

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12

Wilkinson, Malcolm. "Foresight." Chemical Engineering Research and Design 77, no. 5 (1999): 355–56. http://dx.doi.org/10.1205/026387699526287.

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13

Munro, Andrew M., Tony Hull, J. McKim Malville, F. Joan Mathien, and Cherilynn Morrow. "Investigation of Solstice Horizon Interactions at Chacoan Monumental Architecture." Culture and Cosmos 21, no. 1 and 2 (2017): 151–71. http://dx.doi.org/10.46472/cc.01221.0217.

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Multiple monumental structures built during the ninth through the twelfth centuries CE at Chaco Canyon, NM, are in locations where solstice sunrise or sunset visually interacts with horizon foresights. We report on the results of field survey and photo-confirmation of seven solstice foresight interactions at Chacoan Great Houses. These include two ‘Early Bonito phase’ (850–1040 CE) sites. A June solstice sunset (JSSS) horizon foresight is visible from Pueblo Bonito, including early (ninth century) portions of the structure. December solstice sunrise (DSSR) interacts with a foresight visible fr

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14

Joneidi Jafari, Mahdi, and Seyed Akbar NiliPourTabataba’i. "Corporate foresight and its effect on innovation, strategic decision making and organizational performance (case study: Iranian banking industry)." foresight 19, no. 6 (2017): 559–76. http://dx.doi.org/10.1108/fs-07-2017-0035.

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Purpose This paper aims to examine the capability of corporate foresight in the organizations and its impacts on innovation, quality of managers’ strategic decision-making and organizational performance in the banking industry of Iran. Design/methodology/approach In the first part, upon introducing corporate foresight from the two process and content perspectives, influential elements in this construct are discussed. Then, corporate foresight’s relationship with innovation and strategic decision-making is examined and its effect on organizational performance is analyzed within a structural mod

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15

Hejazi, Alireza, Michael Lee, David Smith, Rose White, and Rachel Wong. "Corporate Foresight Index." Nuts About Leadership 1, no. 4 (2024): 98–108. https://doi.org/10.5281/zenodo.13892929.

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The Corporate Foresight Index (CFI) is a comprehensive measure aggregating various data points to assess corporate foresight. It provides a robust systematic approach for evaluating foresight capabilities at the corporate level. It serves as a standardized measure that assesses corporate foresight capabilities quantifiably. The CFI evaluates corporate foresight by assessing nine strategic achievements that may be gained through foresight. This assessment is conducted through a scoring system validated by a 36-item questionnaire. It enables practitioners and auditors to measure corporate foresi

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16

Yuksel, Nurdan, Hasan Cifcia, and Serhat Cakir. "New foresight generation and framework of foresight." Pressacademia 5, no. 1 (2018): 224–33. http://dx.doi.org/10.17261/pressacademia.2017.593.

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17

Greenstein, S. "The anatomy of foresight traps [foresight management]." IEEE Micro 25, no. 3 (2005): 10–12. http://dx.doi.org/10.1109/mm.2005.59.

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18

Namdarian, Leila. "Analysis of Evaluation Methods for National Foresight Studies in Science and Technology." Cultural Strategy Quarterly 13, no. 49 (2020): 37–76. https://doi.org/10.5281/zenodo.14030691.

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Foresight is one of the most effective tools for formulating long-term strategies and policies aimed at sustainable economic, political, and social development, requiring significant time, human, and financial resources. Therefore, the use of precise and robust evaluation methods for foresight is essential. Evaluation of foresight is a fundamental component of any foresight program, providing a structured framework to assist the body of foresight knowledge. Without this framework, there would be no way to objectively describe foresight activities or tools for comparing, monitoring, and learnin

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19

Kupchyn, A. V., O. O. Matsyk, Ye Ya Demchenko, I. V. Borohvostov, and O. D. Melnik. "Methodological approaches to identifying nato breakthrough technologies." Science, technologies, innovation, no. 4(28) (2023): 30–44. http://dx.doi.org/10.35668/2520-6524-2023-4-03.

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This scientific work has a review nature and is aimed at systematizing, generalizing and highlighting the scientific and methodological foundations of NATO in technological foresight to identify breakthrough technologies. The article describes general approaches, main methodological aspects and technology assessment indicators, and provides common and different features in foresights 2020 and 2023. In particular, the process of technology assessment according to the Gartner cycle and levels of technological maturity is reflected. A separate block presents the results of a technological foresig

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20

King, Dr Reginald. "Using Strategic Foresight to Lead in a Gentrifying Business Culture." International Journal of Business and Management Research 11, no. 1 (2023): 56–59. http://dx.doi.org/10.37391/ijbmr.110107.

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Data has demonstrated that affluent suburban whites are returning to inner cities, which low-income minorities have occupied for decades. This return is increasing investment and development by small and large businesses seeking to meet the needs of this new demographic. The data has also demonstrated the conflict that these businesses are experiencing from long-time residents, community leaders, and activists. This article will give leaders a strategic approach to addressing conflict before, during, and after the gentrification process. This article will discuss the theory of strategic foresi

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21

Ponomarenko, Volodymyr, and Olesia Iastremska. "Theoretical principles of foresight organization in economic studies of development strategy formation." Ukrainian Journal of Applied Economics and Technology 2025, no. 1 (2025): 203–15. https://doi.org/10.36887/2415-8453-2025-1-34.

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Changes in the action of external and internal environmental factors require clarification of the theoretical support for the content and organization of methods for strategizing the development of economic relations, among which foresight is one of the modern ones. Therefore, the article aims to systematize and generalize the theoretical foundations of the content of foresight and determine the expediency of organizing its practical use in strategizing the development of enterprises in the latest relevant and non-traditional aspects. The object of the study is the complex phenomenon of foresi

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22

Padbury, Peter. "An Overview of the Horizons Foresight Method: Using the “Inner Game” of Foresight to Build System-Based Scenarios." World Futures Review 12, no. 2 (2020): 249–58. http://dx.doi.org/10.1177/1946756719896007.

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Humans have an amazing capacity to imagine the future, and most foresight tools use this capacity but don’t explicitly support it. The Horizons Foresight Method puts this power to model and visualize at the center of the foresight process. This paper introduces foresight and scanning in general terms, describes how we can support the “inner game” of foresight, outlines the steps in the Horizons Foresight Method and some of the practical issues that arise when using it. There are many tools in the futurist’s toolbox and many good foresight methods. At Policy Horizons Canada, we use a variety of

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23

Verdenhofa, Olga, Mykola V. Afanas'jev, Anastasiia Panchuk, Iuliia Kotelnykova, and Ganna Chumak. "The conceptual bases of introduction of foresight marketing into business management." Problems and Perspectives in Management 16, no. 3 (2018): 163–73. http://dx.doi.org/10.21511/ppm.16(3).2018.13.

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The article outlines a critical analysis of theoretical approaches to the development of the concept of foresight marketing on the basis of which the own definition of “foresight marketing” has been developed. Modern enterprises are interested in receiving reasonable foresight forecasts in marketing, which was not sufficiently distributed in the practical activity of the enterprise.Theoretical and practical aspects of the foresight framework are still explored insufficiently. Therefore, the purpose of the article is to improve the theoretical framework of foresight marketing and to create the

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24

Baškarada, Saša, Diana Shrimpton, and Simon Ng. "Learning through foresight." Foresight 18, no. 4 (2016): 414–33. http://dx.doi.org/10.1108/fs-09-2015-0045.

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Purpose This paper aims to investigate how and why foresight may affect individual and organizational learning. Design/methodology/approach This paper builds on prior research through a qualitative study with 13 foresight practitioners. Findings This paper derives four broad foresight capabilities that are underpinned by a number of interdependent factors and relates those to the wider literature on individual and organizational learning. Practical implications Practitioners may use this paper’s findings to enhance any individual and organizational learning effects of foresight activities. Der

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25

Chester, Robert G. "Fuller Foresight?" Science News 136, no. 24 (1989): 380. http://dx.doi.org/10.2307/3973708.

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Mills, Robert. "Shavian Foresight." Science News 139, no. 21 (1991): 323. http://dx.doi.org/10.2307/3975464.

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27

Parton, Charles. "Foresight 2020." RUSI Journal 165, no. 2 (2020): 10–24. http://dx.doi.org/10.1080/03071847.2020.1723284.

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28

Charap, John. "Artistic foresight." Physics World 13, no. 8 (2000): 21–22. http://dx.doi.org/10.1088/2058-7058/13/8/24.

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29

Catanzaro, Frank. "Transformational Foresight." World Futures Review 6, no. 3 (2014): 285–92. http://dx.doi.org/10.1177/1946756714555919.

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30

Loveridge, Denis, and Penny Street. "Inclusive foresight." Foresight 7, no. 3 (2005): 31–47. http://dx.doi.org/10.1108/14636680510601968.

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31

Bichler, Gisela, Stacy Bush, and Aili Malm. "Regulatory Foresight." Journal of Contemporary Criminal Justice 31, no. 3 (2015): 297–318. http://dx.doi.org/10.1177/1043986215575138.

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32

Greenaway, P. "Technology foresight." BMJ 309, no. 6960 (1994): 1018. http://dx.doi.org/10.1136/bmj.309.6960.1018.

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33

Heijn, Cornelis. "On Foresight." Psychoanalytic Study of the Child 60, no. 1 (2005): 312–34. http://dx.doi.org/10.1080/00797308.2005.11800756.

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34

Milojević, Ivana, and Sohail Inayatullah. "Narrative foresight." Futures 73 (October 2015): 151–62. http://dx.doi.org/10.1016/j.futures.2015.08.007.

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35

Heintzel, Alexander. "More foresight." MTZ worldwide 74, no. 11 (2013): 3. http://dx.doi.org/10.1007/s38313-013-0107-3.

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36

Ole Nielsen, N. "Bold Foresight." Journal of Veterinary Medical Education 35, no. 3 (2008): 456–59. http://dx.doi.org/10.3138/jvme.35.3.456.

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37

Poli, Roberto. "Social foresight." On the Horizon 23, no. 2 (2015): 85–99. http://dx.doi.org/10.1108/oth-01-2015-0003.

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Purpose – The purpose of this paper is to present the three guiding ideas of the social foresight course, namely, the difference between abstract and concrete futures (i.e. the difference between risk and uncertainty); the three levels of futures studies (forecast, foresight and anticipation); and an overview of the early signs of the incipient shift of human and social sciences from their so-far predominant past-orientation to a new, still unfolding, future-orientation. Design/methodology/approach – This paper is a reconstruction of the guiding ideas that have been used for designing the soci

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38

van Dijk, J. W. Asje. "Foresight studies." Technological Forecasting and Social Change 40, no. 3 (1991): 223–34. http://dx.doi.org/10.1016/0040-1625(91)90053-i.

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39

Benning, Laura, and Birthe Tahmaz. "Foresight Zivilgesellschaft." Voluntaris 11, no. 1 (2023): 157–66. http://dx.doi.org/10.5771/2196-3886-2023-1-157.

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40

Hines, Andy, Jay Gary, Cornelia Daheim, and Luke van der Laan. "Building Foresight Capacity: Toward a Foresight Competency Model." World Futures Review 9, no. 3 (2017): 123–41. http://dx.doi.org/10.1177/1946756717715637.

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This article introduces the Foresight Competency Model, which addresses the basic question of what one ought to be able to do as a professional futurist. It describes how other fields have used competency models to define what their professionals do, documents how the Association of Professional Futurists (APF) developed this model, explains the interrelated features of the model, and suggests ways that organizations can use the model to enhance the foresight capacity of their talent.

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Dator, Jim. "Judicial Foresight as a Part of Governmental Foresight." World Futures Review 11, no. 3 (2019): 187–96. http://dx.doi.org/10.1177/1946756719840108.

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42

Yuan, Benjamin J. C., Tsai Hua Kang, Chien Ching Chang, Chun Yi Liu, and Kuang Pin Li. "Technology foresight in Taiwan: developing internet foresight system." International Journal of Foresight and Innovation Policy 6, no. 1/2/3 (2010): 191. http://dx.doi.org/10.1504/ijfip.2010.032674.

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43

Draganiuk, A. O. "FORESIGHT EVOLUTION: FROM FORECASTING AND PLANNING TO FORESIGHT." Вестник Алтайской академии экономики и права 1, no. 6 2023 (2023): 36–41. http://dx.doi.org/10.17513/vaael.2855.

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44

MIETZNER, DANA, and GUIDO REGER. "PRACTICES OF STRATEGIC FORESIGHT IN BIOTECH COMPANIES." International Journal of Innovation Management 13, no. 02 (2009): 273–94. http://dx.doi.org/10.1142/s1363919609002297.

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This paper deals with the practice and requirements of strategic foresight in biotechnology firms. Processes and the degree of method application of strategic foresight are less investigated in small- and medium-sized enterprises. Based on case study research of 30 biotechnology companies in Germany, six different approaches of strategic foresight are identified. The study shows how strategic foresight is organised, which methods for strategic foresight are implemented, who is responsible for strategic foresight, what the main characteristics of the different approaches are, and how the streng

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Galushko, Oleksandr, and Nataliia Lakusha. "FORESIGHT TECHNOLOGIES: HISTORY AND ANALYSIS." Spatial development, no. 9 (September 27, 2024): 414–26. https://doi.org/10.32347/2786-7269.2024.9.414-426.

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The concept of "foresight" is investigated, with different approaches to its definition being traced. A comparative analysis is conducted between foresight and forecasting. From this analysis, it is concluded that foresight represents a more flexible methodology for studying the future. In foresight research, expert methods play a crucial role, introducing greater subjectivity into the studies. As a result, much depends on the qualifications of the experts involved. Foresight studies exhibit a specific temporal paradox; like forecasting, they are directed toward the future. However, the purpos

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Wilner, Alex, and Martin Roy. "Canada’s emerging foresight landscape: observations and lessons." foresight 22, no. 5/6 (2020): 551–62. http://dx.doi.org/10.1108/fs-03-2020-0027.

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Purpose The purpose of this paper is twofold: to introduce scholars and practitioners of foresight to the emerging Canadian foresight ecosystem, and to provide lessons learned on developing policy foresight from the Government of Canada context. Design/methodology/approach The paper provides a series of lessons based in part on informal and indirect observations and engagement with established Canadian foresight entities, including Policy Horizons Canada, and numerous newly established foresight initiatives at Global Affairs Canada, Standards Council of Canada and the Canadian Forest Service.

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Deineko, L. V., and E. I. Sheludko. "Conducting pre-foresight research: organizational aspect." Ukrainian Society 77, no. 2 (2021): 26–39. http://dx.doi.org/10.15407/socium2021.02.026.

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The growing uncertainty of economic development increases the interest in future research and its role in determining the priority areas of scientific and technological, socio-economic, regional development. Related to this is the rapid spread of the foresight practice as a process of actively learning about the future and creating a medium- and long-term vision to consolidate the efforts of all stakeholders in making relevant decisions. The scope of foresight, which is already becoming the subject of international cooperation, is also expanding. Methodological recommendations have been adopte

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Hafezi, Reza, Siavosh Malekifar, and Amirnaser Akhavan. "Analyzing Iran’s science and technology foresight programs: recommendations for further practices." foresight 20, no. 3 (2018): 312–31. http://dx.doi.org/10.1108/fs-10-2017-0064.

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PurposeStudying previous science and technology (S&T) foresight activities reveals information that helps decision makers to redesign policy-making templates aimed at dealing with new millennium challenges. To propose policy recommendations about further S&T foresight programs in Iran, this paper aims to propose a three-phase process to study historical S&T foresight activities at national and sub-national level since 2005 to 2015, to analyze the state of selected activities to discover weaknesses and potential solutions and, finally, to provide strategies and tactics to improve fu

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49

A. Makarova, Ekaterina, and Anna Sokolova. "Foresight evaluation: lessons from project management." Foresight 16, no. 1 (2014): 75–91. http://dx.doi.org/10.1108/fs-03-2012-0017.

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Purpose – The aim of this paper is to identify ways for improvement of the foresight evaluation framework on the basis of analysis and systematisation of accumulated experience in the field of project management. Design/methodology/approach – The paper is based on a detailed literature review devoted to an evaluation of foresight and traditional projects. The approaches to project evaluation in the field of project management were investigated, and the main steps of traditional project evaluation process were determined. The most commonly applied steps of foresight evaluation were identified b

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Bussey, Marcus. "Concepts and effects: ordering and practice in foresight." Foresight 16, no. 1 (2014): 1–16. http://dx.doi.org/10.1108/fs-04-2013-0017.

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Purpose – This article seeks to reflect on the role of key concepts in foresight and futures work. The goal is to explore a set of concepts and link them to the effects they have in the world of foresight practice. It is argued that concepts order foresight practice and that though each foresight context and practitioner is unique, concepts bring a sense of order and coherence to foresight work and futures thinking. This reflection is placed in the context of a set of first principles the author acknowledges as his starting place for futures thinking and foresight practice. Design/methodology/

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