Outline

  • Abstract
  • 1. Introduction
  • 2. Literature Review on Corporate Foresight in the Innovation Process
  • 3. Nature of the Research
  • 4. Development of a Research Framework: The Future-Fitness-Portfolio
  • 4.1. Motivation and Nature of the Research Framework
  • 4.2. Operationalization of Corporate Foresight
  • 4.3. Qualitative Corporate Foresight Dimensions
  • 4.4. Operationalization of Innovation Management
  • 4.5. Qualitative Innovation Management Dimensions
  • 4.6. Introducing the Future-Fitness-Portfolio
  • 5. Case Examples: How ‘future-Fit’ Are They?
  • 5.1. Reanalyzing Secondary Data and Generating Primary Data
  • 5.2. Positioning the Case Examples in the Future-Fitness-Portfolio
  • 6. an Experts’ View on the Future-Fitness-Portfolio
  • 6.1. Discussing Influential Factors on a Company's Future-Fitness Position
  • 6.2. Identifying Future Development Trends
  • 7. Discussion
  • 7.1. Limitations of the Study and Implications for Future Researchers
  • 7.2. Implications for Managers
  • 7.3. Concluding Remarks and Outlook
  • References

رئوس مطالب

  • چکیده
  • 1. مقدمه
  • 2. بررسی ادبیات در پیش بینی شرکت در فرایند نوآوری
  • 3. ماهیت پژوهش
  • 4. توسعه یک چارچوب تحقیق: نمونه کار مناسب آینده
  • 4.1. انگیزه و ماهیت چارچوب پژوهش
  • 4.2. عملیاتی سازی پیش بینی شرکت
  • 4.3. ابعاد کیفی پیش بینی شرکت
  • 4.4. عملیاتی سازی مدیریت نوآوری
  • 4.5. ابعاد کیفی مدیریت نوآوری
  • 4.6. معرفی نمونه کارهای متناسب با آینده
  • 5. مثال های موردی: تناسب با آینده چگونه است؟
  • 5.1. تجزیه و تحلیل مجدد داده های ثانویه و ایجاد داده های اولیه
  • 5.2. موقعیت نمونه موردی در نمونه کارهای متناسب با آینده
  • 6. دید کارشناسان بر نمونه کارهای متناسب با آینده
  • 6.1. بحث در مورد عوامل موثر بر موقعیت متناسب با آینده یک شرکت
  • 6.2. شناسایی روند های توسعه آینده
  • 7. بحث
  • 7.1. محدودیت های تحقیق و مفاهیم برای محققان آینده
  • 7.2. مفاهیم برای مدیران
  • 7.3. نتیجه گیری و چشم انداز

Abstract

The transition from a traditional industry-driven economy to a knowledge-based economy requires new concepts and methods for companies to sustain competitive advantage. Here, academia has identified corporate foresight and innovation as key success factors. While, content-wise, the contribution of futures research methods to the innovation process has already been researched, this study strives to explore the status quo of organizational development stages of both concepts. To do so, we developed a portfolio-approach, the so-called ‘Future-Fitness-Portfolio’, which enables companies to qualitatively compare amongst others and identify organizational improvement potential. In addition, we conducted expert interviews to explore future organizational development trends in corporate foresight and innovation management. As our research revealed, five strategic clusters can be identified within the portfolio. Consequently, we propose specific strategies for each individual cluster. We conclude that there will be two main organizational development trends for corporate foresight and innovation management in the future: in traditional industries with conventional business models and long product-life-cycles, companies will follow a different development path than companies in dynamic industries with innovative business models and short product-life-cycles.


Conclusions

As shown, a dynamic competitive landscape calls for new management methods and concepts. With corporate foresight and innovation management, companies can prepare for increasing competition in advance. There are already first approaches to implement the two concepts in different organizational contexts. However, it is crucial for companies to constantly reflect their status quo and identify possible improvement potential. Only organizations which are ‘fit’ in corporate foresight and innovation management are well prepared to face the diverse challenges of the future.

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