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Publisher: Emerald   (Total: 311 journals)

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A Life in the Day     Hybrid Journal   (Followers: 9)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 19)
Accounting Research J.     Hybrid Journal   (Followers: 23, SJR: 0.148, h-index: 3)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 4, SJR: 0.972, h-index: 30)
Advances in Accounting Education     Hybrid Journal   (Followers: 10)
Advances in Appreciative Inquiry     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 4)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 38)
Advances in Gender Research     Full-text available via subscription  
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 44, 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: 9)
Agricultural Finance Review     Hybrid Journal   (Followers: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 116, SJR: 0.339, h-index: 15)
American J. of Business     Hybrid Journal   (Followers: 9)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 5, SJR: 0.309, h-index: 23)
Arts Marketing : An Intl. J.     Hybrid Journal   (Followers: 10)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 6)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 2, SJR: 0.237, h-index: 4)
Asian Education and Development Studies     Hybrid Journal   (Followers: 6)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.174, h-index: 3)
Aslib J. of Information Management     Hybrid Journal   (Followers: 6)
Aslib Proceedings     Hybrid Journal   (Followers: 178, 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: 6, SJR: 0.554, h-index: 28)
British Food J.     Hybrid Journal   (Followers: 10, SJR: 0.361, h-index: 25)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.248, h-index: 3)
Business Process Management J.     Hybrid Journal   (Followers: 7, 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: 9, 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: 4)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 7)
Circuit World     Hybrid Journal   (Followers: 14, SJR: 0.297, h-index: 15)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 21, SJR: 0.176, h-index: 13)
Collection Building     Hybrid Journal   (Followers: 10, SJR: 0.461, h-index: 8)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 5, 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: 15)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 4, 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: 7, SJR: 0.123, h-index: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 14, SJR: 0.352, h-index: 24)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 61, SJR: 0.129, h-index: 2)
Education + Training     Hybrid Journal   (Followers: 17, 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: 16, SJR: 0.468, h-index: 20)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.37, h-index: 4)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 9, SJR: 0.109, h-index: 1)
EuroMed J. of Business     Hybrid Journal  
European Business Review     Hybrid Journal   (Followers: 5, SJR: 0.368, h-index: 15)
European J. of Innovation Management     Hybrid Journal   (Followers: 14, SJR: 0.442, h-index: 22)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.957, h-index: 38)
European J. of Training and Development     Hybrid Journal   (Followers: 8, SJR: 0.296, h-index: 18)
Evidence-based HRM     Hybrid Journal   (Followers: 7)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.34, h-index: 13)
foresight     Hybrid Journal   (Followers: 7, SJR: 0.62, h-index: 16)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.495, h-index: 17)
Grey Systems : Theory and Application     Hybrid Journal  
Health Education     Hybrid Journal   (Followers: 4, SJR: 0.345, h-index: 13)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 37, SJR: 0.121, h-index: 2)
History of Education Review     Hybrid Journal   (Followers: 8, 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: 13, 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: 3, SJR: 0.989, h-index: 54)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.421, h-index: 25)
Info     Hybrid Journal   (SJR: 0.337, h-index: 17)
Information and Computer Security     Hybrid Journal   (Followers: 14, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 61, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 13)
Interlending & Document Supply     Hybrid Journal   (Followers: 91, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 66, SJR: 0.846, h-index: 44)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 2)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 8)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 6, SJR: 0.265, h-index: 4)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 26)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 9, SJR: 0.211, h-index: 3)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 4, SJR: 0.436, h-index: 20)
Intl. J. of Commerce and Management     Hybrid Journal  
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 10, SJR: 0.322, h-index: 31)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 11, SJR: 1.2, h-index: 24)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 13, SJR: 0.113, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 6)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 5, SJR: 0.181, h-index: 5)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 4, SJR: 0.508, h-index: 16)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 4, SJR: 0.187, h-index: 7)

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Journal Cover   foresight
  [SJR: 0.62]   [H-I: 16]   [7 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1463-6689
   Published by Emerald Homepage  [311 journals]
  • Cultivation and management of strategic foresight in contexts of rapid
           change, greater complexity, and genuine uncertainties
    • Authors: David Sarpong, Martin Nils Amstéus, Joseph Amankwah-Amoah
      Abstract: Foresight, Volume 17, Issue 5, September 2015.

      Citation: foresight
      PubDate: 2015-07-28T12:38:06Z
      DOI: 10.1108/FS-05-2015-0027
       
  • Strategic Foresight: state-of-the-art and prospects for Russian
           corporations
    • Authors: Konstantin Vishnevskiy, Dirk Meissner, Oleg Karasev
      Abstract: Foresight, Volume 17, Issue 5, September 2015.
      Purpose The paper develops a dedicated strategic Foresight and roadmapping methodology for corporations. To date, reasonable practical experience has been accumulated but still literatures lacks a comprehensive conceptual approach for using strategic Foresight and roadmapping to solve management problems. Design/methodology/approach Our approach integrates Corporate Strategic Foresight and Roadmapping in several stages. During the Foresight phase, we creat scenarios of long-term development determined by long-term macro trends and challenges to identify ‘points of growth’ and system of priorities for company growth. A strategic Roadmap enables the company to form a ‘corridor’ for specific projects and create a long-term action plan to implement the priorities identified in the first phase. Using a project roadmap makes it possible to ensure the implementation of a specific project, defining a system of goals, the necessary measures, their timing and financing, as well as indicators to assess their effectiveness. Findings The core result of the suggested methodology is a set of possible trajectories of innovation development reflecting the whole technological chain involving R&D-technology-product-market. Each path involves a sequence of organizational actions and key decision-making points that are necessary to be taken to introduce new technological solutions and develop innovation products with new features to the customer/user. These routes support decision-making in such fields as the choice of the product line, establishment of new partnerships with developers of innovation technologies, decisions regarding ‘insourcing-outsourcing’ and the requirements for relevant S&T breakthroughs. It allows corporations to create strategies for commercializing innovation products. Originality/value The methodology proposes to integrate the results of Foresight studies and in roadmaps and finally in business planning, adopting innovative strategies and management decisions. It contributes to the development of common principles and approaches to the subject, while taking account of company-specific features that can significantly affect the decision-making mechanism. The methodology is applicable to foreign and Russian companies when creating innovative strategies and management decisions based on the results of Foresight.
      Citation: foresight
      PubDate: 2015-07-28T12:38:04Z
      DOI: 10.1108/FS-11-2014-0075
       
  • Using scenarios in multinational companies across geographic distances
           – a case from the chemical industry
    • Authors: David Hartmann, Christopher Stillings
      Abstract: Foresight, Volume 17, Issue 5, September 2015.
      Purpose In this article, we describe the context and relevance of strategic foresight in the chemical industry. By using a case study of a multinational chemical company, we intend to show how global organizations use scenario planning as part of their strategic planning processes. Concentrating on scenario planning for regional strategies we want to contribute to the best practice of scenario methodology and ideally inspire academic research. Design/methodology/approach Reviewing the literature of scenario planning and strategy elaboration, we focus on the Hax strategy process of strategy formation, as applied in the case study’s company. We explain the scenario creation process in detail using a concrete example of India. The outcomes of the scenario creation process are then linked to the Hax strategy process’s description in order to identify where scenario planning has created concrete value. Finally, we describe lessons learnt and list best practices for practitioners. Findings Based on the analysis, we argue that scenario processes add value when embedded in established strategic planning processes. Lessons learned include among others that it is beneficial that the participants creating the scenarios are also those who join the strategy elaboration and that significant effort needs to go into systematically translating scenarios into implications for the organization. Originality/value This designed case study is based on the experience of seventeen process iterations during a period of five years with over 170 participants during which the core scenario process moderator team did not change.
      Citation: foresight
      PubDate: 2015-07-28T12:38:01Z
      DOI: 10.1108/FS-11-2014-0076
       
  • Enacting a new approach to scenario analysis: the potential of a
           pragmatist account
    • Authors: Paul Davis, Neil Pyper
      Abstract: Foresight, Volume 17, Issue 5, September 2015.
      Purpose This article takes a new look at how scenarios are produced and used. It does so from a perspective that is unusual in the field: network pragmatism. Design/methodology/approach This paper takes a conceptual approach. Findings A network pragmatist account allows scenarios to play an important role in actions designed to secure specific futures for organisations. It thus endows them with micro-political force. Any scenario that fails to exert this force will wither and ultimately, die, but can be resuscitated. With its demise in the networked world, a scenario can assume a more partial and private existence, shaping the affections, loyalties and actions of notable individuals. Research limitations/implications Our approach generates novel propositions that question the adequacy of currently dominant cognitive theories. However, it has yet to be tested empirically. Practical implications . Originality/value The pragmatist reading of scenarios that we propose is distinct, but also only ever partial. Our work emphasises that a holistic account of scenario lives needs multiple theoretical perspectives
      Citation: foresight
      PubDate: 2015-07-28T12:37:58Z
      DOI: 10.1108/FS-10-2014-0060
       
  • Policy, planning, intelligence and foresight in government organizations
    • Authors: John Michael Schmidt
      Abstract: Foresight, Volume 17, Issue 5, September 2015.
      Purpose Focusing on government agencies, especially those supporting liberal democratic governments, the purpose of the current paper is to propose a new, practical, low-cost and high return model for implementing a programmatic strategic foresight function that is collaboratively integrated with the organization’s existing policy, planning and intelligence functions. The paper describes the relevant organizational considerations and options for structural adjustments, and suggests how the proposed model can maximize decision-making effectiveness without disrupting pre-existing structures, operations and products. The paper further discusses the necessity and involvement of a central government foresight agency and a non-hierarchical distributed network linking the foresight units. Design/methodology/approach Possible solutions are considered with respect to: •costs of development and implementation, •risk (likelihood, consequence and uncertainty) of the new function’s failure, •direct negative or positive effect on the performance of existing functions, •the level of cross-organizational involvement in or collaboration with the new function, •the level of cross-organization tangible benefits, and •the level of vertical involvement, especially at the executive level. Findings With few exceptions, the implementation of foresight by governments has not been at all methodical, but has followed many different paths, where it has occurred at all. The approach proposed in this paper: establishing a central foresight agency, propagating individual agency-based small programmatic foresight units and virtual teams, and creating a non-hierarchical distributed network to link all of them appears to best meet the success criteria set out in the paper. Research limitations/implications Governments, especially liberal democratic ones, and their agencies that have previously shied away from methodically implementing strategic foresight or that have attempted to do so without real success now have an approach that is likely to produce the desired results. Practical implications The paper creates a sound framework for governments, especially liberal democratic ones, and their agencies to consider and proceed with the implementation of foresight functions and networks to support them. Originality/value The proposed approach is entirely new and generally challenges current practices.
      Citation: foresight
      PubDate: 2015-07-28T12:37:56Z
      DOI: 10.1108/FS-12-2014-0081
       
  • Strategic foresight in a changing world
    • Authors: Rebecca Wayland
      Abstract: Foresight, Volume 17, Issue 5, September 2015.
      Purpose The purpose of this research is to explore the nature of change and the practices of foresight required to anticipate and to plan for change. Design/methodology/approach Part I provides a sketch of investigations of change and related areas of uncertainty and discontinuity. Part II provides a conceptual framework outlining four types of change: incremental, contextual, structural and foundational. Part III outlines the methodological distinctions required to explore the four types of change, characterized here as normal and extraordinary foresight. Part IV combines these examinations to develop a structured approach to scenario analysis. Finally, Part V examines the implications of this work. Findings A structured approach to scenario planning explores four variations of evolutionary and revolutionary change. It applies both normal and extraordinary foresight to explore the epistemological and ontological boundaries of change and to analyze the impact of shifts in ontological boundaries. While a structured approach applies established tools and techniques, it also directs our attention to areas where we can do more. It is an integral part of strategic foresight in a changing world. Research limitations/implications This is a conceptual article based on over twenty-five years of practice in corporate strategy, including ten years of work in scenario planning. It is also drawn from doctoral research on the epistemological and ontological boundaries of paradigms (Wayland, 2003), as outlined in Thomas S. Kuhn’s The Structure of Scientific Revolutions (Kuhn and Hacking, 2012). Originality/value Recent work examining the epistemological and ontological boundaries of change are linked with a practical framework and methodological distinction. These contributions are combined with a structured approach to scenario planning to improve the ability to anticipate and to plan for change.
      Citation: foresight
      PubDate: 2015-07-28T12:37:55Z
      DOI: 10.1108/FS-03-2015-0016
       
  • On the influence of organisational routines on strategic foresight
    • Authors: Gloria Appiah, David Sarpong
      Abstract: Foresight, Volume 17, Issue 5, September 2015.
      Purpose This paper proposes a conceptual model to unpack the relationship between organizational routines and strategic foresight integration Design/methodology/approach Three moderating factors; actors mindfulness,organizational Context and organizational Ambidexterity are employed in a Routines-Foresight Model to explain how and when organizational 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 in an organization. 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 We propose that routines, whether seen from a change or stability inducing perspective could implicate a successful or failed foresight integration. These outcomes depend on how the moderating factors (actor’s mindfulness, organizational context and organizational ambidexterity) are managed to accommodate feedback from an organization’s external environment. In this way, the model we propose challenges present perceptions of routines as leading to successful change behaviors if flexibility is allowed or to failure if they are rigid and unchanging. Practical implications Cultivating strategic foresight involves the Integration of foresight into organizational decisions and requires organizations 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 organizational routines literature to develop new insights into the cultivation of organizational foresightfulness.
      Citation: foresight
      PubDate: 2015-07-28T12:37:53Z
      DOI: 10.1108/FS-11-2014-0067
       
  • Strategia Sapiens – strategic foresight in a new perspective
    • Authors: Tamas Gaspar
      Abstract: Foresight, Volume 17, Issue 5, September 2015.
      Purpose Strategia Sapiens refers to the fact that strategic work needs to be foresight oriented, and foresight should be directly value driven. The purpose of this paper is to offer a new perspective for strategic foresight on the basis of nurture theory. Design/methodology/approach The following four areas of strategic foresight are offered for discussion: the content of a vision, its emergence process, and the characteristics of strategic foresight in time and in space. Findings The interdisciplinary approach of this research creates a synthesis of and bases its findings on the empirical and theoretical findings of different scientific fields. The primary finding is that nurture theory offers new perspectives to refine and renew strategic foresight. One perspective is the existence of a value- and culture-driven way of life, and the other is the simultaneous self-realisation of individuals. Practical implications This discussion and approach are highly useful for regional and national strategic practitioners, and they contribute to the discussion of the concept and measurement of development. Originality/value The nurture theory approach strengthens the incorporation of cultural responsibility, as well as an intergenerational view of strategic foresight, which are both fundamental for a renewal of this field. The paper creates the following models on the basis of nurture theory: the system relations of strategic foresight, a complex model of development, the field and system of strategic foresight activities, the logistic-life cycle model and the field of force of social spaces.
      Citation: foresight
      PubDate: 2015-07-28T12:37:52Z
      DOI: 10.1108/FS-03-2015-0017
       
  • “Tales from the grave”: what can we learn from failed
           international companies?
    • Authors: Joseph Amankwah-Amoah, Hongxu Zhang
      Abstract: Foresight, Volume 17, Issue 5, September 2015.
      Purpose The purpose of this paper is to examine how organisational closure can inform strategic foresight. Design/methodology/approach We draw insights from illustrative cases, i.e. Swissair and Cameroon Airlines to illustrate our theoretical analysis. Findings The study shed light on the effects of internal and external factors in precipitating business closures. We established that top executives’ hubris, resistance to change and over-reliance on external consultants are some of precursors to organisational closure. Research limitations/implications Our analysis provides a range of strategies that organisations can pursue to learn from other firms’ closure and improve their survivability and chances of future success. Originality/value In spite of a growing body of literature on strategic foresight and organisational closure, the literature has largely developed in isolation and as such our understanding of the relationship between them has remained severely limited. The paper integrates these two streams of research to enrich our understanding of how firms can learn from others to improve their strategic foresight.
      Citation: foresight
      PubDate: 2015-07-28T12:37:50Z
      DOI: 10.1108/FS-10-2014-0059
       
  • Designs for life: new stakeholders and new spaces in the evolving services
           landscape
    • Authors: Lawrence Green, Deborah Cox, Krzysztof Borodako
      Abstract: Foresight, Volume 17, Issue 4, August 2015.

      Citation: foresight
      PubDate: 2015-06-24T12:39:11Z
      DOI: 10.1108/FS-05-2015-0029
       
  • Time banks, co-production and foresight: intertwined towards an
           alternative future
    • Authors: Effie Amanatidou, Giorgos Gritzas, Karolos - Iosif Kavoulakos
      First page: 308
      Abstract: Foresight, Volume 17, Issue 4, August 2015.
      Purpose Time-banks are particularly interesting for the future of services: a) they address all sorts of services while the time-bank ‘value’ of these different types of services does not necessarily reflect their actual value in the free market, b) impacts may spread from the mere coverage of people’s needs, to increased social capital and community empowerment, c) some scholars consider them as flexible forms of co-production, or even as enablers of wider social change. The purpose of the paper is to examine the emergence, and features of the time banks created during the recent financial crisis in Greece as grass-roots initiatives. Design/methodology/approach Primary information and data was gathered through eight extensive face-to-face interviews with key members of the four time banks based on a semi-structured questionnaire. The methodology also included desk research and review of the information included in time banks’ web sites. The selection of these four time banks was based on the fact that they are the most active ones in Athens, which is the capital of the country gathering around 40% of the Greek population and presenting the severest consequences of the financial crises in terms of unemployment, poverty, shutdown of businesses, share of people with no insurance, etc. Findings Based on a specific analytical framework summarising the available literature, the Greek time banks are compared across each other but also in relation to the findings in the literature, where some interesting differences emerge. The paper also explores the role that foresight can plan in the development of alternative initiatives like time banks. The interesting conclusion is that foresight can help time banks as much as time banks can help foresight in upgrading its processes to deal with challenges of the 21st century Research limitations/implications The research focuses on the four most active time banks in Athens. While this selection is justified, future research would be good to include all the time banks in Greece. Originality/value Time banks in Greece have not been previously studied. Secondly, time banks in general were never linked to approaches like foresight. This becomes increasingly important in examining possible approaches toward more sustainable and resilient societies.
      Citation: foresight
      PubDate: 2015-06-24T12:38:57Z
      DOI: 10.1108/FS-05-2014-0035
       
  • Designing for public sector innovation in the UK: design strategies for
           paradigm shifts
    • Authors: Daniela Sangiorgi
      First page: 332
      Abstract: Foresight, Volume 17, Issue 4, August 2015.
      Purpose There is a general agreement that the current government and public sector structure and modes of operation need radical transformation. In this scenario a shift from New Public Management towards New Public Governance paradigm has been auspicated. Design has attracted attention as a potential approach to support this transformation, but research into Service Design for public sector innovation is limited as well as discussions on its future development. This article is an exploratory study into the individual work of seven representative UK design agencies operating for and within the public sector. The aim of this work is to provide an initial picture of how some design agencies are contributing to this paradigm shift and how they are developing in the future in order to better inform design policies and interdisciplinary work. Design/methodology/approach The article reviews literature on public sector reform and innovation to inform comparative studies of contemporary design agencies working for public sector reform. Interviews with seven designers from NHS Institute for Innovation and Improvement, Participle, Innovation Unit, Uscreates, Collaborative Change, Futuregov and Snook, are conducted to review their perceived role for public sector reform, their design approaches, exemplar projects and main challenges. Findings Emerging design strategies for Public Sector reform are: a) a collaborative design approach that considers all stakeholders as equal co-creators of public value; 2) operating at different complementary levels to aim at systemic change; 3) designing from the inside out (innovation culture) and outside in (market change). These different strategies imply the development of possible different business models. Existing creative tensions appear between embedding and outsourcing strategies, acting as facilitators vs designers; developing both designing and service delivery roles. Research limitations/implications This article is based on a limited sample of design agencies and it is not a systematic study into the impact of their design work, which should be the object of a following study. Practical implications This article brings Service Design practice into public sector innovation debate to inform future interdisciplinary research and innovation policies. It positions existing design innovation strategies within the wider picture of public sector reform to support a more informed design practice. Originality/value Few studies have looked at UK design agencies for public sector innovation and discussed their possible future developments. This article provides an original and holistic description of design for public sector innovation with considerations on how it should be interpreted when developing supporting innovation and design policies.
      Citation: foresight
      PubDate: 2015-06-24T12:39:08Z
      DOI: 10.1108/FS-08-2013-0041
       
  • Future energy services: empowering local communities and citizens
    • Authors: Kirsi Hyytinen, Marja Toivonen
      First page: 349
      Abstract: Foresight, Volume 17, Issue 4, August 2015.
      Purpose The purpose of this paper is to examine the future prospects of innovative services linked to sustainable energy systems. Design/methodology/approach Service perspective is examined in the context of socio-technical transition and linked to the bottom-up and top-down social processes that foster sustainability. The foresight method applied is trend analysis. Findings Two groups of trends were identified: the trends driven by technological development and the trends focusing on societal, managerial and consumer issues. The former consist of renewable energy sources, hybrid solutions, smart grids, and smart energy markets. The latter involve distributed energy production, demand response, optimisation of sustainability, and the role of energy as an opportunity and as service. The study reveals that energy is increasingly understood as a comprehensive and tailor-made service solution for communities and individual households. Consumers will enter the energy market as active participants; it raises the need for many types of services. Research limitations/implications Deepening of understanding is required in several topics of this study and more formal methods of foresight are needed to test the generalizability of its qualitative results. Practical implications More effective policy measures are needed for fostering new services and social and system innovations in the area of sustainable energy. Innovation management practices should be developed in these areas. Originality/value The article aims to narrow the research gap linked to foresight in services by examining services in the area of sustainable energy systems – one of the ‘grand challenges’ today.
      Citation: foresight
      PubDate: 2015-06-24T12:39:04Z
      DOI: 10.1108/FS-08-2013-0035
       
  • Virtual currency schemes - the future of financial services
    • Authors: Alicja Mikolajewicz-Wozniak, Anna Scheibe
      First page: 365
      Abstract: Foresight, Volume 17, Issue 4, August 2015.
      Purpose The purpose of the article is to determine future role of virtual currencies. The paper indicates their pros and cons as an alternative to “real” money and explains their appearance as the reflection of the present trends. It also presents the possible scenarios of their development. Design/methodology/approach The paper is based on the former foresight research results and literature review. It highlights the main trends in contemporary economy and their impact on financial services. The Bictoin case is the starting point for the virtual currencies market analysis and construction of possible market changes scenarios. Findings Virtual currency schemes are the reflection of present trends. They are just ahead of our times but may become a common means of payment, changing the way of providing financial services, eliminating intermediaries and marginalizing the role of financial institutions. Research limitations/implications The multiplicity of virtual currencies and ceaseless introduction of innovations impede the presentation of the complete market picture. The lack of reliable statistical data makes the estimation of the market growth difficult Practical implications The article indicates influence of technology development, virtualization and networking on payment systems’ functioning. Originality/value The virtual currency as a payment system is quite new and still marginalized phenomenon. Nevertheless, the pace of virtual currency market growth after its recent introduction and appearance of Bitcoin successors seems to be the signs of future changes in financial service sector.
      Citation: foresight
      PubDate: 2015-06-24T12:38:54Z
      DOI: 10.1108/FS-04-2014-0021
       
  • Services in the forest-based sector – unexplored futures
    • Authors: Annukka Näyhä, Päivi Pelli, Lauri Hetemäki
      First page: 378
      Abstract: Foresight, Volume 17, Issue 4, August 2015.
      Purpose Services are likely to have an increasing role in the forest-based sector (FBS) in the future. The aim here is to analyze and provide a synthesis of how services are understood, how they are likely to develop and how future development can be studied more closely in the FBS. Design/methodology/approach The findings are based on a literature review of FBS outlook studies, strategies and programs, and services-related studies in FBS and general services literature. Three case examples of services businesses in FBS companies are presented, and possible foresight approaches related to them are discussed. Foresight methods used in parallel sectors are also discussed. Findings The study provides the first systematic introduction, classification and review of FBS services to include both industry- and non-industry-related services. The paper also points out the need for foresight studies and suggests various approaches for an analysis of the potential of FBS services in the future bioeconomy. Practical implications The study shows that the role of services in FBS research has been understood too narrowly. As a result, services research has been rather lacking and the future potential of services in the FBS has not been fully acknowledged. The study argues for and points towards the need to use foresight approaches to update FBS strategies, business models and policies in order to fully benefit from the future potential of services. Originality/value The study is a novel introduction, review and discussion of the role of services in the FBS and their future outlook.
      Citation: foresight
      PubDate: 2015-06-24T12:39:01Z
      DOI: 10.1108/FS-08-2013-0034
       
 
 
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