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The purpose of this paper is to offer a new perspective for strategic foresight on the basis of nurture theory. Strategia Sapiens refers to the fact that strategic work needs to be foresight oriented, and foresight should be directly value driven.

The following 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.

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. 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.

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. 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 aim of this paper is to draw on the social theory of practice to show scenario thinking as an everyday practice and how the practice could be theorised at the meso‐level.

Counterfactual analysis, scenario analysis and peripheral vision are presented as the constituting methodological triad through which scenario thinking comes into representation.

Scenario thinking is a temporally emerging everyday organizational practice. By placing emphasis on the mundane and taken for granted activities that come together to form the nexus of the practice, often deep underlying structures of organizational behaviour contributing to scenario thinking can be theorised.

The practice conceptualisation of scenario thinking inverts and challenges existing management and practitioners' conventional understanding of the practice as an episodic phenomenon in waiting to be facilitated by an expert with specific end points and conformity.

Foresight practitioners and researchers can use this as an analytical starting point for the study and theorising of scenario thinking in self organized groups.

The paper provides a new angle of vision to extend understanding of the development and theorising of scenario thinking in autonomous working groups.

The purpose of this paper is to emphasize the multi-ethnic marketplace as the site of the emergence of service nepotism: the practice where employees bestow relational benefits and/or gifts on customers on the basis that they share a perceived common socio-collective identity. The authors draw on the contemporary turn to practice in social theory to explore why ethnic employees may engage in service nepotism even when they are aware that it contravenes organizational policy.

Given the paucity of empirical research which investigates the multi-ethnic marketplace as a locus for the emergence of service nepotism, the authors adopted an exploratory qualitative research approach to advance insight into service nepotism. The study benefits from its empirical focus on West African migrants in the UK who represent a distinct minority group living in urban areas of the developed world. Data for the study were collected over a six-month period, utilizing semi-structured interviews as the primary method of data collection.

The research highlights the occurrence and complexities of service nepotism in the multi-ethnic marketplace, and identifies four distinct activities (marginal revolution, reciprocal altruism, pandering for recognition, and horizontal comradeship), that motivate ethnic employees to engage in service nepotism, despite their awareness that this conflicts with organizational policy.

By virtue of the chosen theoretical lens, the authors were unable to demonstrate how service nepotism could be observed outside spoken language. Also, care should be taken in generalizing the findings from this study given the particularities of the sub-group involved. For example, since the study is based on a small sample of first generation migrants, the findings may not hold true for their offspring, whose socialization and marketplace experiences may be qualitatively different from those of their parents.

Service nepotism challenges fundamental western egalitarian ideals in the multi-ethnic marketplace. Organizations may wish to develop strategies to placate observers’ concerns of creeping favouritism in a supposedly equitable marketplace. The research could also serve as a starting point for managers objectively to assess the likely impact of service nepotism on the organizing value systems and competitiveness. In particular, the authors suggest that international marketing managers would do well to look beneath the surface to see what is really going on in international marketplaces, since ostensible experiences of marketplace consumption may not always reflect underlying reality.

By using service nepotism as an analytical category to explore the marketplace experiences of ethnic service employees living and working in industrialized societies, the research shows that the practice of service nepotism, whilst taken for granted, can have far-reaching impact on individuals, observers, and service organizations in an increasingly highly differentiated multi-ethnic society.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

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 organization. As a result of the characteristic embeddedness of routines in organizations, however, certain factors further act as moderators to contribute to a holistic explanation of how the ostensive and performative interaction influence foresight integration success.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The innovation process demands an interaction between environment agents, knowledge generators and policies of incentive for innovation and not only development by companies. Universities have gradually become the core of the knowledge production system and, therefore, their role regarding innovation has become more important and diversified. This study is aimed at identifying the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

This study is aimed at identifying, based on a systematic literature review, the mechanisms of university–industry (U–I) collaboration, as well as the operationalization steps of the U–I collaboration process.

The analysis of the 72 selected articles enabled identifying 15 mechanisms of U–I collaboration, proposing a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process.

In this paper, the authors screened nearly 1,500 papers and analyzed in detail 86 papers addressing U–I collaboration, mechanisms of U–I collaboration and operationalization steps of the U–I collaboration process. This paper provides a new classification for such mechanisms and developing a framework presenting the operationalization steps of the interaction process. This research contributes to both theory and practice by highlighting managerial aspects and stimulating academic research on such timely topic.