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The purpose of this paper is to propose a conceptual model to unpack the relationship between organisational routines and strategic foresight integration.

Three moderating factors, actors mindfulness, organisational context and organisational ambidexterity, are used in a Routines-Foresight Model to explain how and when organisational 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.

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 organisation. 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.

This paper proposes that routines, whether seen from a change or stability-inducing perspective, could lead to success or failure in foresight integration depending on how the moderating factors (actor’s mindfulness, organisational context and organisational ambidexterity) are managed to accommodate feedback from an organisation’s external environment. In this way, the model proposed challenges present perceptions of routines as leading to successful change behaviours if flexibility is allowed or to failure if they are rigid and unchanging.

Cultivating strategic foresight involves the integration of foresight into organisational decisions and requires organisations to pay attention to understanding the organizing logic of its organizing routines and the contextual factors within which these routines are performed.

The paper draws on the organisational routines literature to develop new insights into the cultivation of organisational foresightfulness.

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.

This chapter analyses the emergency policy responses that the European Union made during the summer of 2015 to manage the significant numbers of migrants entering Europe. The chapter employs Broadbent’s (1998) ideas of ‘accounting logic’ to analyse these policy actions. The chapter argues that there are multiple and complex reasons why people migrate, and why in this instance people are prepared to risk their lives by taking perilous journeys. An ‘accounting logic’ leads to decisions being based mainly on financial inputs and expected outputs rather than on the social and humanitarian needs of migrants and refugees. Despite the significant amount of resources provided by the European Union, the crisis continues. The risks associated with employing an accounting logic are that it may preclude a full understanding of situations by silencing other values and logics.

The purpose of this study is to examine the effect of perceived value of recommended product on consumer’s e-loyalty, based on the proposition of expectation confirmation theory. Vendors’ reputation is tested as the mediator in the perceived value of recommended product and e-loyalty relationship, whereas shopping enjoyment is predicted as the moderator that conditions the perceived value of recommended product and e-loyalty relationship through vendors reputation.

Data were collected via an online survey platform and through a QR code. Partial least squares analysis, confirmatory factor analysis and structural equation modeling were used to verify the research proposed model.

The findings revealed that the perceived value of recommended product had a significant positive effect on E-loyalty; in addition, the perceived value of the recommended product and e-loyalty link was partly explained by e-shopper’s confidence in vendor reputation. Therefore, the study established that the direct and indirect relationship between the perceived value of the recommended product and e-loyalty was sensitive and profound to shopping enjoyment.

This study has established that the perceived value of a recommended product can result in consumer loyalty. This has successively provided the e-shop manager and other stakeholders with novel perspectives about why it is necessary to understand consumers’ pre- and postacquisition behavior before recommending certain products to the consumer.