Strategic foresight and value creation in policy making (Defensive Organizations’ Case)

Document Type : Original Article

Authors

1 PhD in Futurology, Lecturer at Qazvin Imam Khomeini International, and responsible author, Email: mahdi.nikooye@gmail.com

2 Master of Business Administration, Imam Khomeini International University

3 Associate Professor of Imam Khomeini International University

4 Faculty of the Army Command and Staff University

Abstract

Strategic foresight is one of the vital organizational resources that enables organizations to identify changes, analyze the effects of these changes, and finally provide appropriate strategies to respond to these changes to achieve competitive advantage and create sustainable value. Although the positive relationship between strategic foresight and value creation is almost intuitive; But how strategic foresight can play a role in value creation for organizations is still unclear and depends on how involved they are in the organizational learning process. Therefore, the present article seeks to investigate the relationship between the implementation of strategic foresight capabilities and value creation using the role of organizational learning. For this purpose, by reviewing the literature and background related to these three areas, this study investigates the relationship between the application of strategic foresight capabilities, organizational learning and value creation in organizations by considering three moderating factors (actors mindfulness, Organizational context and ambidextrity) deals with this relationship. Using SPSS software and analysis of the collected questionnaires, the dimensions of the framework were quantitatively confirmed. The results show that strategic foresight has a significant effect on value creation in defensive organizations' policy making by increasing organizational learning.
 

Keywords

References

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Interdisciplinary Studies on Strategic Knowledge
Volume 5, Issue 18
November 2021
Pages 109-138

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