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The purpose of this study was to determine in what ways the competence frameworks analyzed converge or diverge and whether they are similar enough to be considered equivalent.

This study is based on a comparative analysis of competence frameworks describing sustainability education and foresight and futures education.

This study finds that sustainability education and futures and foresight education differ in significant ways in terms of expected outcomes as described by competence frameworks. The two educational fields cannot be considered equivalent. Rather, we find that they are complementary.

This study is based on an analysis of competence frameworks that have been published in peer-reviewed publications. They do not necessarily reflect what is actually practiced in educational environments. Also, competence frameworks may be in circulation that have not been described in scholarly publications and are therefore not included in this study.

The results of this study can be helpful for further refining and developing both sustainability education and futures and foresight education by clarifying the different roles that they play in promoting the skills needed to address long-term challenges in uncertain futures.

The rapid rise in prominence of sustainability education, in particular, but also foresight and futures education, is indicative of current concerns about the future of our planet and the beings that inhabit it. There is a sense that a key role of education should be to contribute to a pursuit of positive futures for all. By clarifying how current educational practices address this need, this study contributes to the overall goal of education.

Sustainability education and foresight and futures education have been regarded as being at least similar enough that implementing one may preclude the necessity for the other. This study shows that there are significant differences between the two as they have been defined in published competence frameworks. In particular, it shows that sustainability education emphasizes the use of anticipatory intelligence for strategic planning, while foresight and futures education emphasize the generation of anticipatory intelligence. The two fields are found to be complementary in that they address different, but equally necessary, skills needed to address long-term challenges.

The purpose of the study is to investigate the role of the strategy tripod premises, mediated by future foresight and its effect on merger effectiveness in the higher education industry.

A quantitative survey method was implemented, with the data provided by senior managers of 14 universities that went through a merger from the years 2013–2016. The proposed model was tested using partial least squares (PLS) of structural equation modeling (SEM).

The results indicate that government support, competitive intensity and knowledge creation capability relate positivity to merger effectiveness, and these relationships are mediated by future foresight competence.

The study provides a better understanding of merger effectiveness in the higher education industry by identifying the role of future foresight competence in the application of strategy tripod and its contribution on merger effectiveness. Results indicate that future foresight competence contributes to the merger effectiveness and enables the effective implementation of the strategy tripod dimensions in higher education mergers.

The purpose of this paper is to assess how national and regional authorities in south-east Europe in a period of crisis perceive and set in motion research and innovation strategies for smart specialisation (RIS3) and the options that these strategies offer to overcome the current fiscal and development crisis.

The paper starts with a literature review on the guiding principles of smart specialisation strategies and the differences from previous rounds of regional innovation strategies. Evidence on smart specialisation efforts is provided by cases studies in Greece, Slovenia, and Cyprus, focusing on the elaboration of such strategies in three countries with precarious innovation systems under severe conditions of crisis. The case studies are organised around key aspects of the smart specialisation logic, such as the selection of specialisation priorities, bottom-up governance, private sector leadership, and engines of innovation and competitiveness.

The paper explores the obstacles encountered in running effective RIS strategies under crisis conditions. The paper highlights the main challenges to address, such as the readiness and credibility of public authorities to design and implement sound RIS3 strategies, the willingness of companies to be involved in strategic planning, the availability of private investment funds, innovation and diversification during a crisis, and the drivers of specialisation that could lead to competitiveness and growth. In the conclusions the paper identifies three routes towards smarter productive diversification and five critical stages in the entrepreneurial discovery process.

The paper has both practical and theoretical significance. It focuses on the main challenges of smart specialisation and offers guidance in the elaboration of RIS3 in peripheral EU economies. On the other hand, it proposes a model for the entrepreneurial discovery process, based on the assessment of areas and futures of productivity and added-value increase, as productive diversification and crisis exit route.

The purpose of this paper is to contribute to the research and literature through the development of the theme of competence foresight. In addition, the aim is to construct information pathways for the foresight mechanism, for the use of practitioners, to enable them to manage talent and competences with an anticipatory perspective.

The research strategy is theoretical research with interpretive concept analysis approach. The research compares, compiles and combines theories and perspectives of strategic human resource management and development, talent management, competence management and foresight.

The results combine the information pathways and elements of the pathways for the competence foresight mechanism. The main three pathways in the mechanism are the pathways for detecting the needed competences for strategy implementation, the pathways for detecting rapid changes and the loss of competences.

As talent management frameworks are organization specific, so are the mechanisms and information pathways for competence foresight. The results can be adjusted and developed to fit into other organizations.

The analysis and results provide the practitioners in human resources with new perspectives to use systematic foresight processes in talent management and development. The results can also be used for modelling the information pathways for the competence foresight mechanism in talent management software.

The research on human resources development and talent management does not deal with competence foresight. This paper addresses this deficiency and brings new, valuable perspectives of foresight and future studies for researchers and practitioners. This paper challenges further research on various aspects of competence foresight.

The foresight styles assessment (FSA) was regarded as an important empirical measure and dimension of a strategy level leader's dominant and back‐up styles of engaging with matters related to anticipating the future. The measure is also associated as a dimension of foresight as a leadership competence. This study seeks to determine the validity and reliability of the revised FSA as proposed by Gary.

A quantitative two‐step methodology was adopted as a pilot study preceding the main study in which a web‐based survey methodology was used. The sample consisted of 298 strategy level leaders. Data were analysed using advanced statistical analysis techniques including factor analysis and structural equation modelling.

The FSA's four factors; tester, adapter, framer and reactor, were confirmed but did not display uni‐dimensionality. Analytical results confirmed the validity and reliability of the measure, and the structural equation model illustrated good model fit. The reactor factor was determined to be a method factor and theoretical concerns could be raised regarding whether the reactor factor describes a foresight style. Future research of a summated three‐factor scale (excluding the reactor factor) is suggested and should include strategy‐level leaders, especially in more diverse populations, investigating further, the nomological validity and reliability of the scale.

Owing to the purposive non‐probability sampling technique the sample results are not generalisable. However, the statistical results are rigorous and significant in terms of determining the validity and reliability of the measure. Further research of a summated three‐factor (tester, framer, adapter) scale amongst a more diverse population is suggested.

While some notable studies have been conducted, futures studies research generally lacks validated and reliable quantitative measures related to the foresight construct. As suggested by Inayatullah, the importance of understanding the value free observations of the empirically observable is required to meaningfully conduct deeper analysis of social issues. The findings of this research has implications in the study of foresight by providing empirical grounds for further exploratory research, and providing rigorous evidence supporting the use of the foresight styles assessment especially as a three‐factor summated scale. Use of the scale is not limited to foresight studies, indeed it can and has been applied to broader leadership cognition and strategic management studies yet to be reported.

Considering that foresight is regarded as an innate human characteristic and the need for social foresight may never have been higher, understanding a basis of measuring the construct may have significant implications in terms of further social science research and social foresight development.

In terms of measuring a broader construct of foresight competence, the rigorous validation of a measure to enable further interpretive, exploratory and critical research is important. To the author's knowledge, using structural equation modelling techniques in futures studies is very rare if at all. The study further contributes to the development of a rigorous measure that may facilitate significant foresight/futures studies/leadership and management future research.

This article provides basic conceptions and visions of the regional foresight system in Finland. It includes brief information concerning foresight activities and an up‐dated description of the current regional foresight system in Finland. In the 1990s there has been a “boom” of extensive foresight and futures studies. Among the most important development projects has been the regional foresight project of Employment and Economic Development Centres (TE‐Centre). This article describes how regional foresight activities have been developed in Finland and what kind of challenges there are in the field of the Finnish regional foresight.

The purpose of this paper is to examine how a foresight project supports institutional positioning efforts through joint sensemaking.

This paper describes a case study that investigated the design, implementation, and outcomes of a foresight project at a Finnish higher education institution that selected sales and services as its institutional focus areas. According to the institutional strategy, all students should have acquired solid sales and service skills before the completion of their studies. The foresight methods used in this study were e-Delphi, futures workshops, and futures narratives. The data gathered in this iterative foresight process resulted in the delineation of eight future sales and service roles and their related competences, which were subsequently used for redesigning curricula, new programme development, and personnel training.

With the careful choice of foresight methods, the organisation was not only able to define future competence needs based on the collective wisdom of its stakeholders, but also fostered the organisation’s strategic transformation process.

This paper gives insight into how to use a foresight process to foster institution-wide change.

This is one of only a few studies on how higher education institutions could implement their positioning strategies.

An issue of managing a business (unit) as a whole successfully is perceived to belong to the fundamental issues within strategic management. This paper proposes that a business unit can be managed successfully in short and longer term in its focal contexts as a set of three recursive, competence-based, and process-based systems. Many elements of Stafford Beer's (1985) viable system model along the key competence-based theoretical bases are applied to this system design task. The outcome is an ideal, recursive template for advancing competence-based business management (CBBM) and its conceptual modeling. It is assumed that it is possible to design a business unit as a viable system that is capable of sustaining a separate existence at only three levels of hierarchy, as part of single or multi-business firms. Business-process models and their redesign processes are chosen as the 2nd-order, focal system which produces a business unit's competitiveness and solves longitudinal CBBM problems. One level of recursion down includes a unit's value creating, capturing, releveraging, and respective processes that enable to solve cross-sectional problems. One level of recursion up includes a unit's existential foresights and their crafting processes that solve existential problems. Recursivity is designed inside each system in terms of three kinds of subsystems for (a) primary value releveraging, process-model redesign, and business-foresight crafting, (b) the management of varieties in releveraging, modeling, and foreseeing, and (c) the monitoring and probing of all three systems. Systemic competences are incorporated inside respective systems. Such competences possess three flexibilities of absorption, attenuation, and amplification. At each level of recursion, a competence-based process is a unit of conceptual modeling of CBBM. A business unit is defined as a set of its purposeful processes. No thing or one is left outside them. Viability is ensured by real-time interaction and the 1st-, 2nd-, and 3rd-order feedback loops between three systems. Overall, the suggested, recursive, 3-system template is intended to serve future, compatible modeling efforts among interested, pioneering firms, professional CBBM modelers, scholars, and alike. Its novelty is produced by choosing and designing the CBBM modeling as the 2nd-order system-in-focus with its two recursions, by designing and using systemic, competence-based processes as the units of conceptualization, and by choosing and drawing the figures to illustrate the 3-system template in the ways that allow also business managers comprehend and apply the suggested template in practice.

This paper aims to address the broad question of how organizations capture value from foresight exercises. Through a comparative case analysis, this paper looks at what firms do to make the information usable and create value. It explores factors that cause different firms to respond differently to the same trends. It analyzes the passenger car segment of the automobile industry and the response of six major firms to fossil fuel and changing environmental regulations through an analysis of their policies and strategic activities, such as new product development. It finds foresight to be an important link between firm capabilities and environmental changes.

This paper adopts the case approach to capture the linkage between the issue and the context (Yin, 1994) and uses multiple cases to explore the variables by comparing and contrasting the cases on key aspects (Eisenhardt and Graebner, 2007). As the paper ' s objective is to understand the similarities and differences between dominant firms in the sector, it chooses through theoretical sampling, six firms that have a presence in all the major regions of the world – two each from the USA, Europe and Japan – Ford, General Motors, Volkswagen, Renault, Toyota and Honda. This sample represents the firms and regions traditionally strong in the passenger car industry.

Thus, it is seen that the relationship that was posited in the conceptual model between the goal of the firms, the vision of the future and the nature of products and approach to technology/competence development seems to be valid. However, in addition, the paper perceives that some additional linkages that link between foresight and the goals and vision of the future seem to be influenced by the extent of uncertainty. In addition, the decisions regarding portfolio of products and approaches to technology and competence development seem to be also influenced by the perception of existing competencies and the external competitive context.

This paper was based on multiple cases created out of secondary information, hence the constructs used are those which are perceived and stated.

The paper could help firms understand decisions related to technology choices in field involving high levels of uncertainty and competition.

This paper could improve learning processes from foresight exercises, and enable strategic decisions to be taken on these.

Thus, this paper has explored the linkages between what firms perceive and state, and what is reflected in their actions. It has looked at this linkage from the perspective of foresight, and the strategic perspective of the firm. It has come up with additional issues and questions that influence this relationship. These can inform future research in this domain.

Although trends such as digitisation, demographic change and flexibilisation of work have been recognised by many human resource (HR) practitioners, this viewpoint paper argues that future-orientation in the HR sector could benefit from making use of the foresight perspective. Foresight is understood as the systematic, method-guided analysis and discussion of possible future developments. The goal is to build future-robust structures in organisations at an early stage and to identify emerging skill needs. This paper aims to make HR professionals aware of the potential of foresight for their strategic activities.

Introducing the approach of strategic foresight to the field of HR, this study derives the argumentation from a discussion of literature and practitioners’ experiences.

So far, foresight in companies has mainly been conducted by strategy and innovation units, with HR and organisational development playing a subordinate role. However, foresight can contribute to gaining a competitive advantage and proactively shape future success factors in the organisation.

The authors advise practitioners to begin implementing strategic foresight within HR departments and organisational development to build future-proof organisations.

This paper introduces strategic foresight to the field of HR and points to a lack of integration between potentially existing foresight activities and people and culture considerations for the future.