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Publisher: Emerald   (Total: 312 journals)

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Showing 1 - 200 of 312 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 10)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 21)
Accounting Research J.     Hybrid Journal   (Followers: 23, SJR: 0.148, h-index: 3)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 10, SJR: 0.972, h-index: 30)
Advances in Accounting Education     Hybrid Journal   (Followers: 12)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.107, h-index: 4)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 47)
Advances in Gender Research     Full-text available via subscription   (Followers: 1)
Advances in Intl. Marketing     Full-text available via subscription  
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 50, SJR: 0.211, h-index: 3)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 22)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 8)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 111, SJR: 0.339, h-index: 15)
American J. of Business     Hybrid Journal   (Followers: 10)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 6, SJR: 0.309, h-index: 23)
Arts Marketing : An Intl. J.     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 7)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.237, h-index: 4)
Asian Education and Development Studies     Hybrid Journal   (Followers: 4)
Asian J. on Quality     Hybrid Journal   (Followers: 1)
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.174, h-index: 3)
Aslib J. of Information Management     Hybrid Journal   (Followers: 17)
Aslib Proceedings     Hybrid Journal   (Followers: 168, SJR: 0.558, h-index: 23)
Assembly Automation     Hybrid Journal   (Followers: 1, SJR: 0.439, h-index: 20)
Baltic J. of Management     Hybrid Journal   (Followers: 2, SJR: 0.2, h-index: 10)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 9, SJR: 0.554, h-index: 28)
British Food J.     Hybrid Journal   (Followers: 13, SJR: 0.361, h-index: 25)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.248, h-index: 3)
Business Process Management J.     Hybrid Journal   (Followers: 8, SJR: 0.841, h-index: 31)
Business Strategy Series     Hybrid Journal   (Followers: 5, SJR: 0.151, h-index: 3)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.246, h-index: 12)
Career Development Intl.     Hybrid Journal   (Followers: 14, SJR: 0.721, h-index: 22)
China Agricultural Economic Review     Hybrid Journal   (Followers: 1, SJR: 0.419, h-index: 6)
China Finance Review Intl.     Hybrid Journal   (Followers: 3)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 7)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.297, h-index: 15)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 23, SJR: 0.176, h-index: 13)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.461, h-index: 8)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.224, h-index: 18)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 3)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.394, h-index: 18)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.345, h-index: 21)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.311, h-index: 11)
Cross Cultural Management An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.648, h-index: 6)
Development and Learning in Organizations     Hybrid Journal   (Followers: 8, SJR: 0.123, h-index: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 18, SJR: 0.352, h-index: 24)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 90, SJR: 0.129, h-index: 2)
Education + Training     Hybrid Journal   (Followers: 18, SJR: 0.39, h-index: 21)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.243, h-index: 6)
Employee Relations     Hybrid Journal   (Followers: 5, SJR: 0.446, h-index: 16)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.567, h-index: 36)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 12, SJR: 0.468, h-index: 20)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.37, h-index: 4)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 8, SJR: 0.109, h-index: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1)
European Business Review     Hybrid Journal   (Followers: 6, SJR: 0.368, h-index: 15)
European J. of Innovation Management     Hybrid Journal   (Followers: 19, SJR: 0.442, h-index: 22)
European J. of Marketing     Hybrid Journal   (Followers: 19, SJR: 0.957, h-index: 38)
European J. of Training and Development     Hybrid Journal   (Followers: 7, SJR: 0.296, h-index: 18)
Evidence-based HRM     Hybrid Journal   (Followers: 5)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.34, h-index: 13)
foresight     Hybrid Journal   (Followers: 9, SJR: 0.62, h-index: 16)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.495, h-index: 17)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 4, SJR: 0.345, h-index: 13)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 39, SJR: 0.121, h-index: 2)
History of Education Review     Hybrid Journal   (Followers: 10, SJR: 0.102, h-index: 1)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.155, h-index: 3)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 14, SJR: 0.105, h-index: 5)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.104, h-index: 1)
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.131, h-index: 1)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 10)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.46, h-index: 15)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.989, h-index: 54)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.421, h-index: 25)
Info     Hybrid Journal   (Followers: 1, SJR: 0.337, h-index: 17)
Information and Computer Security     Hybrid Journal   (Followers: 20, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 44, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14)
Interlending & Document Supply     Hybrid Journal   (Followers: 56, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 39, SJR: 0.846, h-index: 44)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 4)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 6, SJR: 0.672, h-index: 26)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 12, SJR: 0.211, h-index: 3)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 5, SJR: 0.436, h-index: 20)
Intl. J. of Commerce and Management     Hybrid Journal  
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 14, SJR: 0.322, h-index: 31)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 8, SJR: 1.2, h-index: 24)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 11, SJR: 0.113, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 7, SJR: 0.181, h-index: 5)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 3, SJR: 0.508, h-index: 16)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 2)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.187, h-index: 7)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.545, h-index: 20)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 6, SJR: 0.357, h-index: 25)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 7, SJR: 0.32, h-index: 4)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 1, SJR: 0.323, h-index: 7)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 6)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.104, h-index: 1)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 6)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 6)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 9, SJR: 1.088, h-index: 8)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.269, h-index: 8)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 1, SJR: 0.329, h-index: 29)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 16)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 9, SJR: 0.176, h-index: 3)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 9, SJR: 0.591, h-index: 26)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 11, SJR: 1.344, h-index: 75)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.226, h-index: 7)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.185, h-index: 8)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 9)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 9, SJR: 1.305, h-index: 34)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.195, h-index: 9)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 5, SJR: 0.479, h-index: 23)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 17, SJR: 0.323, h-index: 28)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.653, h-index: 50)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 4, SJR: 0.542, h-index: 26)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.261, h-index: 19)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 43, SJR: 0.139, h-index: 2)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.366, h-index: 5)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 9, SJR: 1.081, h-index: 22)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.239, h-index: 10)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 9, SJR: 0.203, h-index: 5)
Intl. Marketing Review     Hybrid Journal   (Followers: 13, SJR: 0.906, h-index: 46)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 4, SJR: 0.133, h-index: 3)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 12, SJR: 0.287, h-index: 5)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.433, h-index: 6)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 13, SJR: 0.169, h-index: 2)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 43)
J. of Asia Business Studies     Hybrid Journal   (Followers: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 18, SJR: 0.159, h-index: 3)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 7, SJR: 0.632, h-index: 41)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.398, h-index: 12)
J. of Children's Services     Hybrid Journal   (Followers: 2, SJR: 0.305, h-index: 6)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal  
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 5)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.199, h-index: 2)
J. of Consumer Marketing     Hybrid Journal   (Followers: 14, SJR: 0.57, h-index: 48)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 2)
J. of Criminal Psychology     Hybrid Journal   (Followers: 86)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 51)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 9)
J. of Documentation     Hybrid Journal   (Followers: 149, SJR: 0.876, h-index: 42)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.543, h-index: 21)
J. of Educational Administration     Hybrid Journal   (Followers: 4, SJR: 0.777, h-index: 18)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.126, h-index: 7)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.417, h-index: 27)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.331, h-index: 5)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.327, h-index: 4)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 5)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.438, h-index: 22)
J. of Financial Crime     Hybrid Journal   (Followers: 333, SJR: 0.213, h-index: 2)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 5)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 10)
J. of Forensic Practice     Hybrid Journal   (Followers: 39, SJR: 0.403, h-index: 5)
J. of Global Mobility     Hybrid Journal  
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 18, SJR: 0.36, h-index: 22)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 3, SJR: 0.359, h-index: 6)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 4)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 9)
J. of Indian Business Research     Hybrid Journal  
J. of Information, Communication and Ethics in Society     Hybrid Journal   (Followers: 26)
J. of Integrated Care     Hybrid Journal   (Followers: 19, SJR: 0.26, h-index: 5)
J. of Intellectual Capital     Hybrid Journal   (Followers: 3, SJR: 0.788, h-index: 25)
J. of Intellectual Disabilities and Offending Behaviour     Hybrid Journal   (Followers: 25)
J. of Intl. Education in Business     Hybrid Journal   (Followers: 2)
J. of Intl. Trade Law and Policy     Hybrid Journal   (Followers: 12, SJR: 0.239, h-index: 2)
J. of Investment Compliance     Hybrid Journal   (Followers: 2)
J. of Islamic Accounting and Business Research     Hybrid Journal   (Followers: 3)
J. of Islamic Marketing     Hybrid Journal   (Followers: 3, SJR: 0.439, h-index: 7)
J. of Knowledge Management     Hybrid Journal   (Followers: 88, SJR: 0.883, h-index: 36)
J. of Knowledge-based Innovation in China     Hybrid Journal   (Followers: 4)

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Journal Cover foresight
  [SJR: 0.62]   [H-I: 16]   [9 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1463-6689
   Published by Emerald Homepage  [312 journals]
  • Global food security: assessing trends in view of guiding future EU
           policies
    • Abstract: Foresight, Volume 18, Issue 5, September 2016.
      Purpose A foresight process was put in place to examine potential developments that can affect the world food situation in 2030 in order to identify the most useful areas for EU policy intervention. Design/methodology/approach Four interactive workshops involving over 100 experts were organised. The structure of the foresight was designed based on the following 5 objectives: 1) Envision the future of food systems; 2) Agree on the most crucial drivers of change affecting food security; 3) Reach a consensus on the most likely vision for 2030; 4) Challenge this vision; 5) Analyse current policies and policy needs in terms of responsiveness and resilience to food security future challenges. Findings The study contains four key messages accompanied by several related policy recommendations for the immediate and medium term, to enable the EU to contribute to achieving food security by 2030. These refer to the transformation of agriculture production systems; the enabling environment; 3) Trends in production and consumption; 4) demand-driven food systems as important determinants of sustainable food security. The study recommends a stronger coherence and coordination between different EU policies impacting food security. The development of urban areas is an overlooked challenge for food security as well as the contribution of trade and demand-side dynamics. Research limitations/implications Originality/value This is one of the very few attempts to look at food security with a system approach. A new paradigm shift is proposed: securing ‘regular’ access to adequate food for the majority of the 8-9 billion people who will live on earth in the period 2030-2050, while addressing the food insecurity of a fraction of that total, is how a future European food security policy should be approached.
      Citation: foresight
      PubDate: 2016-07-29T11:47:29Z
      DOI: 10.1108/FS-07-2015-0040
       
  • Cities futures. A critical assessment of how future studies are applied to
           cities
    • Abstract: Foresight, Volume 18, Issue 5, September 2016.
      Purpose This paper assesses recent foresight exercises applied to cities by evaluating three major issues: (1) have foresight practitioners understood cities complexity?; (2) have urban planners employed adequate tools to generate plausible future visions?; and (3) are city policy makers using foresight studies to limit urban uncertainty? Design/methodology/approach Twenty city foresight examples were selected which either have international relevance or which constitute good examples of future-oriented initiatives. Case studies were classified into five taxonomies: (1) European Union initiatives; (2) local initiatives; (3) academic initiatives; (4) corporate initiatives; and (5) architectural initiatives. A set of assessment criteria was established: (a) city complexity conceptualization; (b) methodological approach; and (c) study impact. Findings Preliminary research outcomes show growing doubts about the appropriateness of the foresight tools employed in cities and about the competency of foresight practitioners in understanding the complex and dynamic nature of contemporary cities. Furthermore, policy makers do not seem to grasp the potential of foresight to formulate urban strategies. Research limitations/implications Some of the initiatives studied are relatively recent, so impact analysis has been limited by available data. Mostly secondary documented sources were used to validate cases’ assessment. Research suggests a number of areas in which foresight studies may have a practical application to the urban realm. Originality/value The value of the present work lies in the effort for assessing and improving forward looking activities undertaken at cities through a set of criteria which take into consideration the complexity and diversity of contemporary cities.
      Citation: foresight
      PubDate: 2016-07-29T11:47:23Z
      DOI: 10.1108/FS-06-2015-0032
       
  • Energy foresight, scenarios and sustainable energy policy in Brazil
    • Abstract: Foresight, Volume 18, Issue 5, September 2016.
      Purpose This paper uses quantitative metrics to chart the unique history leading to Brazil’s leadership in renewable energy and identifies a set of meta-scenarios that define possible future carbon performance. These meta-scenarios provide a context for discussing specific energy policy implications both at the national scale and from the perspective of Brazil’s urban centres. Design/methodology/approach The paper defines and uses three metrics, energy efficiency, decarbonisation, and carbon efficiency, to plot both Brazil’s historic energy pathway and a set of future energy scenarios put forth by various national and international energy agencies. We then use a meta-scenario approach to group these alternate pathways, identifying specific policy levers associated with the realization of each. Findings We identify plausible policy changes that will help move Brazil off a current trajectory of stagnated energy performance to a “greener” scenario in which carbon efficiency improves even as Brazil’s economic growth continues. Such policies include energy efficiency programmes and continued expansion of the country’s already extensive hydropower and biomass capacity. Adoption of policies that would put Brazil on a more aggressive path towards a global sustainability scenario currently seems impractical. Originality/value This paper brings a standardized set of metrics to bear on Brazil’s unique energy history, which in turn help identify specific policy impacts for continued GHG reduction in Brazil’s future from national and urban perspectives.
      Citation: foresight
      PubDate: 2016-07-29T11:47:21Z
      DOI: 10.1108/FS-06-2015-0035
       
  • Strategic planning and foresight: the case of Smart Specialisation
           Strategy in Tuscany
    • Abstract: Foresight, Volume 18, Issue 5, September 2016.
      Purpose Within the theoretical framework of Regional Innovation Systems, the purpose of the paper is to introduce an innovative methodological scheme for strategic planning decisions in public administrations, based on foresight, roadmapping and large participation processes. Design/methodology/approach Starting from main literature contribution on Regional Innovation Systems, foresight and decision making processes, an innovative methodology has been elaborated for strategic planning, based on innovation and large participation processes. A practical application is also described with regards to strategic planning in Tuscany (IT) for Smart Specialisation Strategy (S3). Findings On a practitioner perspective, the methodology elaborated addresses strategic planning uncertainties, both when problem setting and in solution finding; a detailed application is provided, easy to be adapted to other regions, and main findings are related to regional innovation governance enforcement. Research limitations/implications Being the Tuscany S3 in the implementation phase, it is not possible to verify the adequacy of alternatives selected. Only mid-term evaluations will allow a deeper counterfactual insight. Practical implications The methodology represents a useful tool for public administrations in charge of strategic planning and in particular for S3, as an ex ante requirement for European Structural and Investment Funds (ESIF). The description of the case of Tuscany provides practical hints for the methodology application. Originality/value Within the framework of Regional Innovation Systems, strategic planning decisions are addressed with a scheme based on foresight and large participation processes. European Commission requirements are fully taken into consideration by the methodology. The methodology is easy to be adopted and customized to specific needs of other regions.
      Citation: foresight
      PubDate: 2016-07-29T11:47:16Z
      DOI: 10.1108/FS-06-2015-0036
       
  • Exploring participatory scenario and storyline building for sustainable
           urban futures – the case of China in 2050
    • Abstract: Foresight, Volume 18, Issue 5, September 2016.
      Purpose Drawing on a EU-funded research project on urbanization in China and Europe (URBACHINA) the inquiry explores the potential of foresight -through visionary scenarios and related participatory processes- in promoting learning and sustainable futures in China’s centrally planned context. It explores the use of backcasting, of Donella Meadows 'levers' and Paul Raskin's 'proximate-ultimate drivers' and of archetypal worldviews to further our understanding of how we think about the future, and of the tension between transition scenarios and transformative, paradigmatic or deep change. Design/methodology/approach A review of recent foresight studies and literature provides an overview of the latest approaches: in particular the methods, scope, process, level of participation, themes discussed and wild cards considered. Building on this, the inquiry designs and implements a participatory, normative and qualitative scenario building to explore sustainable urban futures for China, adapting the elements of Joseph Voros’ basic foresight process to include a total of nine steps, with five workshops, two international surveys, an adapted backcasting step, and internal consistency mechanisms. Findings The combination of a participatory iterative process with normative approaches to envisioning, helped question assumptions and deeply ingrained development models, as well as the narrow space for ‘alternatives’ resulting from China’s centralised, top-down planning and decision-making. The experience confirms the power of scenario/storyline building in helping reflect and question strategic policy choices, and enrich urban policy debates. The process successfully proposed a number of steps that ensured triangulation of the envisioning outcomes and additional learning also through backcasting. Finally, the research shows a clear link between the development of scenarios space, the debate on transition and transformative futures, and archetypal worldviews-which were shown to be stable even after decades. Originality/value The URBACHINA approach to the specific challenge of sustainable urbanization in China applies a strong normative component combined to more locally accepted exploratory methods, and introduces a participatory approach to all key stages of scenario building. This represents an innovative contribution to the country’s foresight practice and the results help Chinese decision-makers to reflect on the wider sustainability implications of their urban strategy. The inquiry deepens our understanding of the use of proximate and ultimate drivers of change and of the tension between transition and transformation pathways to our future.
      Citation: foresight
      PubDate: 2016-07-29T11:47:11Z
      DOI: 10.1108/FS-06-2015-0033
       
  • Foresight in cities: on the possibility of a ‘strategic urban
           intelligence’
    • Abstract: Foresight, Volume 18, Issue 5, September 2016.
      Purpose This paper aims to review the challenges of urban foresight via an analytical method: apply this to the city demonstrations on the UK Foresight Future of Cities: and explore the implications for ways forward. Design/methodology/approach The methodology is based on the principles of co-evolutionary complex systems, a newly developed toolkit of ‘synergistic mapping and design’, and its application in a 'synergy foresight' method. Findings The UK Foresight Future of Cities is work in progress, but some early lessons are emerging: the need for transparency in foresight method: and the wider context of strategic policy intelligence. Practical implications The paper has practical recommendations, and a set of propositions, (under active discussion in 2015), which is based on the analysis. Originality/value The paper aims to demonstrate an application of 'synergy foresight' with wide benefits for cities and the communities within them.
      Citation: foresight
      PubDate: 2016-07-29T11:47:08Z
      DOI: 10.1108/FS-06-2015-0037
       
  • Coping with strategic uncertainty: framework development and scenario
           derivation for a JV decision in the Russian truck industry
    • Pages: 357 - 378
      Abstract: Foresight, Volume 18, Issue 4, Page 357-378, August 2016.
      Purpose Across country and regional borders firms are faced with the question whether to address individual markets on a stand-alone basis or cooperatively. In order to support such strategic decisions, this paper aims to develop a decision framework accounting for the most relevant market dynamics affecting joint venture (JV) decisions, particularly in the truck industry. Moreover, the authors apply the framework to an expert Delphi and scenario approach to back a Western original equipment manufacturers (OEM’s) JV decision in the truck industry in Russia. Based on country-specific projections structured along the globally applicable decision framework, the authors serve executives’ individual information demand in an institutionally unique emerging market environment. Design/methodology/approach Online real-time expert Delphi study; scenario analysis; and expert workshops were used in this study. Findings Among other insights, the results predict hard times for Russian OEMs as they will likely face strong foreign competition, leading to decreased sales volumes and market shares. Although some experts doubt the survival of several Russian truck manufacturers, the Delphi sheds light on possible strategic responses, including consolidation, cooperation or focusing on new markets. Based on the Delphi results and an additional expert workshop, we draw multiple scenarios addressing, particularly, uncertain aspects of the industry’s development and their likely impact on the key stakeholder groups. Originality/value Although there are some studies following a similar methodological approach as that in this study (von der Gracht and Darkow, 2010; Gnatzy and Moser, 2012), the authors break new ground in developing a JV-dedicated decision framework and applying it to a special emerging market industry setup.
      Citation: foresight
      PubDate: 2016-08-03T11:37:15Z
      DOI: 10.1108/FS-01-2016-0002
       
  • Russian way to the knowledge-based society
    • Pages: 379 - 390
      Abstract: Foresight, Volume 18, Issue 4, Page 379-390, August 2016.
      Purpose The purpose of this paper is to present the modeling of industrial–postindustrial transition in Russian society. The very special part of this process concerns the relations between lordship and bondage. The relations between Lordship and Bondage in a context of so-called Master–Slave dialectic can elucidate a way to the knowledge-based society as a kind of modern capitalistic society. Design/methodology/approach An author uses a complex of methods. He applies a phenomenological approach, mixed with the dialectics and analytical approach. Phenomenological approach presupposes the neediness of attention on a work of the conscious actions within formation of the social experiences. The modification of dialectics helps to make the comprehension of the history of social relations as a game of forces in self-consciousness, which nowadays bases on the attitudes between leaders and led people. A variant of analytic methodology helps to understand each problem as a puzzle. Findings As a result, author finds a spirit of the processes within development of knowledge-based society and innovative economy depends on so-called Master–Slave dialectic. In Europe, Master–Slave dialectic caused the leading role of scientists. In Russia, scientists depended on the Government and played secondary role in economy. Research limitations/implications Research is the philosophical treatise, which demonstrates the speculative evaluation of industrial–postindustrial transition in Russian society. Practical implications Practical implications is the constructing the prognosis of the development of the Russian society. Social implications Research can help to improve the understanding of the mechanisms of leadership in society. Originality/value Originality of the paper is the reconstruction of social forms, which caused the social progress in Russia.
      Citation: foresight
      PubDate: 2016-08-03T11:37:45Z
      DOI: 10.1108/FS-02-2016-0005
       
  • Technology blindness and temporal imprecision: rethinking the long term in
           an era of accelerating technological change
    • Pages: 391 - 413
      Abstract: Foresight, Volume 18, Issue 4, Page 391-413, August 2016.
      Purpose Contemporary urban and regional planning practice and scholarship often fails to address the full implications of technological change (technology blindness), lacks a clear or consistent definition of the long term (temporal imprecision) and seldom uses formal foresight methodologies. Discussion in the literature of time horizons beyond 10 years is, therefore, based on profoundly unrealistic assumptions about the future. The paper aims to discuss why conventional reasoning about possible futures is problematic, how consideration of long-term timescales is informal and inconsistent and why accelerating technological change requires that planners rethink basic assumptions about the future from 2030s onward. Design/methodology/approach The author reviews 1,287 articles published between January 2010 and December 2014 in three emblematic urban and regional planning journals using directed content analysis of key phrases pertaining to long-term planning, futures studies and self-driving cars. Findings The author finds that there is no evidence of consistent usage of the phrase long term, that timeframes are defined in fewer than 10 per cent of articles and that self-driving cars and related phrases occur nowhere in the text, even though this technology is likely to radically transform urban transportation and form starting in the early 2020s. Despite its importance, discussion of disruptive technological change in the urban and regional planning literature is extremely limited. Practical implications To make more realistic projections of the future from the late 2020s onward, planning practitioners and scholars should: attend more closely to the academic and public technology discourses; specify explicit timeframes in any discussion or analysis of the future; and incorporate methods from futures studies such as foresight approaches into long-term planning. Originality/value This paper identifies accelerating technological change as a major conceptual gap in the urban and regional planning literature and calls for practitioners and scholars to rethink their foundational assumptions about the long-term and possible, probable and preferable futures accordingly.
      Citation: foresight
      PubDate: 2016-08-03T11:37:32Z
      DOI: 10.1108/FS-11-2015-0049
       
  • Learning through foresight
    • Pages: 414 - 433
      Abstract: Foresight, Volume 18, Issue 4, Page 414-433, August 2016.
      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. Deriving four broad foresight capabilities via a range of interdependent factors may assist practitioners with evaluating and/or enhancing the effectiveness of these capabilities in an organized fashion. Additionally, the findings show that foresight mode, with its strong relationship to foresight-related accountabilities and incentives, plays a central role in all four foresight capabilities. This stresses the importance of having a continuous foresight capability with strong top management commitment, effective governance and clearly defined roles and responsibilities. Originality/value This paper makes a number of theoretical contributions. First, it contributes toward further operationalizing foresight. Second, it demonstrates a substantial overlap between the concepts of foresight and absorptive capacity, which suggests that foresight scholars and practitioners may benefit from a large and mature related body of literature. Third, it identifies explicit links between specific foresight and individual/organizational learning constructs.
      Citation: foresight
      PubDate: 2016-08-03T11:37:50Z
      DOI: 10.1108/FS-09-2015-0045
       
  • Leadership and governance in higher education 2025: can Malaysian
           universities meet the challenge?
    • Pages: 434 - 440
      Abstract: Foresight, Volume 18, Issue 4, Page 434-440, August 2016.
      Purpose The purpose of this report is to present the findings of a five-day course for AKEPT – the Malaysian Leadership Academy in the Ministry of Higher Education. The course was held from March 24-28th, 2014, for over 50 lecturers, professors, deputy deans and deans from Malaysian universities. Design/methodology/approach Senior lecturers and professors deliberated for the first three days on the futures of higher education in Malaysia. They presented their scenarios and recommendations to the deans. The deans used these findings to articulate their own preferred futures in the last two days. The future-oriented discussions were framed by the “six pillars” futures approach (Inayatullah, 2008; Inayatullah, 2015; Inayatullah and Milojevic, 2015). Findings The core of their recommendation consisted of a move by 2025 from the current fragmented university governance structure to a streamlined consortium model. Instead of the factory, a collection of linked longhouses or “rumah panjang” was offered as a way forward. This new model would have two immediate benefits: considerable cost savings and enhanced mobility for students and professors. Research limitations/implications This case study presents scenarios and strategies. Limitations include the willingness of the Ministry to act on these recommendations. However, as this course was part of a number of foresight processes in Malaysia, even if these particular recommendations do not realize, they are steps in creating an ecology of foresight and of possible university transformation. Practical implications This study links causal layered analysis, scenarios and visions to recommendations in the context of a multi-year foresight process. Social implications The study includes valuable discussions by leading Malaysian thinkers and administrators on the futures of the university. Originality/value This was one of the few workshop-oriented interventions used the anticipatory action learning “six pillars framework”. It is especially valuable as it is the third year of futures intervention in higher education. The study contrasts with traditional expert-based forecasting in Asia.
      Citation: foresight
      PubDate: 2016-08-03T11:37:07Z
      DOI: 10.1108/FS-03-2016-0011
       
  • Space Program Management: Methods and Tools
    • Pages: 441 - 444
      Abstract: Foresight, Volume 18, Issue 4, Page 441-444, August 2016.

      Citation: foresight
      PubDate: 2016-08-03T11:37:47Z
      DOI: 10.1108/FS-02-2016-0004
       
  • Forethought in designing corporate strategy
    • Pages: 444 - 446
      Abstract: Foresight, Volume 18, Issue 4, Page 444-446, August 2016.

      Citation: foresight
      PubDate: 2016-08-03T11:37:43Z
      DOI: 10.1108/FS-02-2016-0006
       
 
 
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