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On the influence of organisational routines on strategic foresight

Appiah, G., Sarpong, D. (2015) On the influence of organisational routines on strategic foresight. Foresight, 17 (5). pp. 512-527. ISSN 1463-6689. (doi:10.1108/FS-11-2014-0067) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:67275)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.
Official URL:
https://dx.doi.org/10.1108/FS-11-2014-0067

Abstract

Purpose – The purpose of this paper is to propose a conceptual model to unpack the relationship between organisational routines and strategic foresight integration. Design/methodology/approach – Three moderating factors, actors mindfulness, organisational context and organisational ambidexterity, are used in a Routines-Foresight Model to explain how and when organisational routines might influence strategic foresight integration. In addition, the interactions between the ostensive and performative aspects of routines are linked to the concept of routines as generative structures to provide a solid theoretical foundation for the relationship between routines and foresight. Findings – The success (or failure) of foresight integration is partly a result of the nature of interaction between the ostensive and performative aspects of routines within a focal organisation. As a result of the characteristic embeddedness of routines in organisations however, certain factors further act as moderators to contribute to a holistic explanation of how the ostensive and performative interaction influence foresight integration success. Research limitations/implications – This paper proposes that routines, whether seen from a change or stability-inducing perspective, could lead to success or failure in foresight integration depending on how the moderating factors (actor’s mindfulness, organisational context and organisational ambidexterity) are managed to accommodate feedback from an organisation’s external environment. In this way, the model proposed challenges present perceptions of routines as leading to successful change behaviours if flexibility is allowed or to failure if they are rigid and unchanging. Practical implications – Cultivating strategic foresight involves the integration of foresight into organisational decisions and requires organisations to pay attention to understanding the organizing logic of its organizing routines and the contextual factors within which these routines are performed. Originality/value – The paper draws on the organisational routines literature to develop new insights into the cultivation of organisational foresightfulness. © 2015, Emerald Group Publishing Limited.

Item Type: Article
DOI/Identification number: 10.1108/FS-11-2014-0067
Uncontrolled keywords: Mindfulness, Strategic foresight, Organizational routines, Ostensive and performative routines
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: Tracey Pemble
Date Deposited: 12 Jun 2018 10:51 UTC
Last Modified: 17 Aug 2022 11:02 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/67275 (The current URI for this page, for reference purposes)

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