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This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation.

This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors.

The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation.

Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies.

This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.

Sustainable Enterprise Excellence (SEE) is defined and developed through integration and expansion of business excellence modeling and sustainability thought. The intent is to enable simple yet reliable enterprise assessment of triple bottom line (TBL) performance and produce actionable enterprise foresight that can enable next best practices and sources of sustainable competitive advantage through innovation.

Key elements of SEE are identified from various business excellence and sustainability reporting sources, including the Global Reporting Initiative, the UN Global Compact 10 Principles, and criteria of the European Quality Award and America's Baldrige National Quality Award. From these a model and key criteria are distilled, maturity scales developed, and a simple means of assessment presented.

A compact model and supporting maturity assessment approach similar in structure to those behind established excellence awards are developed that enable enterprise assessment of progress toward SEE. The resulting assessment is delivered in a highly consumable, combined narrative and graphic format referred to as a SEE NEWS Report.

The assessment approach presented enables both enterprise progress toward Sustainable Enterprise Excellence and enterprise-to-enterprise comparability. Foresight provided by the assessment enables further advancement.

The social and environmental dimensions of SEE imply that enterprises progressing with respect to its model will of necessity contribute positively to the social fabric.

Sustainable Enterprise Excellence as superior TBL performance resulting from integration of ethical, effective and efficient governance with triple top line strategy is developed, together with a means of maturity assessment.

The purpose of this paper is to broadly explore the contributions of supply chain proficiency in relation to sustainable enterprise excellence, resilience and robustness (SEER2).

A pre-existing SEER2 model, referred to as the Springboard to SEER2, is put under the microscope to determine specific interactions of supply chain proficiency with six key areas of the Springboard: triple top-line strategy and governance; strategy execution via policies, processes and partnerships; financial and marketplace performance and impact; sustainability performance and impact; human ecology and capital performance and impact; and social-ecological and general innovation and continuous improvement performance and impact.

Supply chain proficiency is integral to attainment of SEER2. As such, supply chain proficiency must be thoughtfully and strategically approached, with success critical to enterprise contribution to mitigation or solution of wicked global challenges ranging from climate change, to food insecurity, to societal conflict.

This paper reveals in depth the centrality of supply chain proficiency to SEER2, suggesting that such models as those behind America's Malcolm Baldrige National Quality Award and the European Quality Award might be enhanced by more deeply considering supply chain contributions to business and performance excellence. Supply chains are at present peripheral to such models, thereby providing essentially isolated views of enterprises in an age where supply chain collaboration is increasingly the norm.

With the intensification of market competition, there is a growing demand for weak signal identification and evolutionary analysis for enterprise foresight. For decades, many scholars have conducted relevant research. However, the existing research only cuts in from a single angle and lacks a systematic and comprehensive overview. In this paper, the authors summarize the articles related to weak signal recognition and evolutionary analysis, in an attempt to make contributions to relevant research.

The authors develop a systematic overview framework based on the most classical three-dimensional space model of weak signals. Framework comprehensively summarizes the current research insights and knowledge from three dimensions of research field, identification methods and interpretation methods.

The research results show that it is necessary to improve the automation level in the process of weak signal recognition and analysis and transfer valuable human resources to the decision-making stage. In addition, it is necessary to coordinate multiple types of data sources, expand research subfields and optimize weak signal recognition and interpretation methods, with a view to expanding weak signal future research, making theoretical and practical contributions to enterprise foresight, and providing reference for the government to establish weak signal technology monitoring, evaluation and early warning mechanisms.

The authors develop a systematic overview framework based on the most classical three-dimensional space model of weak signals. It comprehensively summarizes the current research insights and knowledge from three dimensions of research field, identification methods and interpretation methods.

The aim of this study is to present a concept of interactive foresight process, its theoretical and methodological considerations and a foresight exercise concerning the development of knowledge economy in the Central Hungarian Region.

A methodology of interactive foresight process for creating regional future concepts is developed, which is based on a specific meaning of integral futures and uses online solutions, too.

Personal meetings with small and medium enterprise (SME) stakeholders and the works of interactive communications with feedbacks within and among stakeholder groups was organized around the research homepage. The networking created the interconnection and the feedbacks between the stakeholders and the futurist group in the process of shaping regional future ideas. The online networking is running.

The low number of stakeholders can limit the validity and acceptance of futures ideas created by this process.

The developed interactive foresight process can also be applicable at different organizational levels and in different fields for shaping shared future ideas.

Application of interactive foresight process can contribute to the development of anticipatory democracy.

A theoretically based interactive foresight process has been developed in which stakeholders can participate not only interactively in the foresight process but they can implement the achievements in their enterprising activity as well. The participants were interested in foresight and cooperative during the whole process because they learned the use of foresight tools through collective solution of practical tasks which were important for them.

This paper aims to provide a detailed case study of a corporate foresight for innovation (CFI) project done by the Higher School of Economics’ (HSE) (Moscow, Russia) corporate foresight (CF) unit for a large state-owned Russian service company. It demonstrates how CFI methods lead to recommendations and how these recommendations result in decisions.

Drawing from being part of the project team, review of the project documents and interviews, the case describes a multi-phased CFI project which incorporated several CF methods. Techniques used for the project itself included grand challenges and trend analysis, analysis of best practices through use of benchmarking and horizon scanning, interviews, expert panels, wild card and weak signals analysis, cross impact analysis, SWOT and backcasting. The project used a broad-base of secondary information, expert panels consisting of company experts and HSE CF team personnel, interviews with senior management and an extensive literature review using HSE’s propriety iFORA system.

In all 17 CFI recommendation and over 100 implementation recommendations were made; 94 per cent of the CFI recommendations were accepted with most implemented at the time this case was written. The case also identifies five enabling factors that collectively both helped the CFI project and led to a high rate of recommendation acceptance and one factor that hindered CFI project success.

The case study provides detailed information and insight that can help others in conducting CF for innovation projects and establishes a link between CF methods and innovation-based recommendations and subsequent decisions.

In-depth case studies that show academe and practitioners how CFI leads to recommendations and is linked to subsequent decisions have been identified as a gap in the literature. This paper therefore seeks to address this need by presenting a detailed CF case for a corporate innovation project.

The purpose of this study is to develop an integrated approach to evaluating corporate foresight (CF) studies at all stages of its implementation and to test this approach using the example of a Russian state-owned corporation.

The use of foresight by companies as a part of their strategic activities is growing but still rather limited. To increase the effectiveness of foresight at the corporate level and ensure its justification, special approaches and criteria for its evaluation should be developed. To develop the approach to evaluation of CF which would be useful at all stages of foresight realization, at first, the authors focused the authors’ attention on identification of main challenges, problem and barriers, which arise during foresight process on the one hand, and exploring success factors and lessons learnt from different case studies on the other hand. On the basis of this literature analysis, the authors have formed a long list of evaluation criteria, which reflect accumulated experience in the field and all-important aspects to make foresight project successful and effective. On the next step, the authors related these criteria with stages of foresight realization and evaluation category. For pilot testing of this methodology, the authors used a case of Russian state-owned corporation.

This paper has presented an integrated approach to the evaluation of CF projects. The logic of the evaluation process of CF at all stages of its implementation is proposed; key evaluation topics (concept, objectives, project team, design of the project, project methodology, stakeholders, implementation, resources, results and its dissemination, effects and impact and barriers) are identified, and the corresponding sets of criteria are formed.

The originality of the work lies in using a wide experience of national foresight studies evaluation for corporations. The suggested approach could be used as a framework for CF evaluation. It was tested on the Russian state-owned company RussX.

The purpose of this paper is to integrate resilience, robustness, and resplendence (R 3) with sustainable enterprise excellence (SEE) and social-ecological innovation (SEI) that assist firms to progress toward continuously relevant performance proceeding from continuously responsible strategy, behavior, and other actions.

Sustainable enterprise excellence, resilience, robustness, and resplendence (SEER3) model and the associated means of SEER 3 maturity assessment are introduced to explain the organizational concept.

SEER3 balances the complementary and competing interests of key stakeholder segments, including society and the natural environment and increases the likelihood of superior and sustainable competitive positioning and hence long-term enterprise success that is defined by continuously relevant and responsible governance, strategy, actions, and performance consistent with high-level organizational R3.

This paper adapts the established principles from physics to characterize enterprise R3 to come up with SEE model.

The presented study aims to provide an understanding of the mechanism whereby foresight is accepted by Czech companies. The results of the study can offer insights into how to design an optimized corporate foresight tool.

The well-established framework of unified theory of acceptance and use of technology (UTAUT2) served as a baseline for research into key determinants of the behavioral intention to use the foresight. The proposed research model included independent variables of UTAUT2 relevant in the context of foresight. The additional variable of personal innovativeness was introduced as a potential predictor. Structural equation modeling (SmartPLS 2.0 software) was used to evaluate the data.

Performance expectancy regarding foresight was identified as the most substantial predictor of behavioral intention in line with the scientific literature. Surprisingly, the second strongest predictor was the construct of personal innovativeness, and social influence was also proven to affect behavioral intention. The results show that traditional determinants of effort expectancy, facilitating conditions, hedonic motivation and habit did not play a significant role in relation to behavioral intention to adopt the foresight.

The attributes of cost and intention to use could not be included in the research model, as the corporate foresight is not commonly implemented. Second, the tested sample included 103 interviewed organizations but only from Czech Republic.

The study primarily aims to enhance the corporate foresight theory. Secondarily, it extends the UTAUT2 theoretical framework by testing personal innovativeness as a variable explaining behavioral intention. The authors provide statistical evidence of factors impacting the adoption of corporate foresight by companies.