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Firms with market foresight – knowledge of market changes ahead of competitors – can convert that knowledge into creative and timely new product offerings. Based on a discovery-oriented process, working closely with managers throughout the research process, we develop and test a framework delineating market information determinants and new product outcomes of market foresight.

Using data collected primarily from senior executives of industrial manufacturers, the hypotheses were tested using partial least squares.

The results indicate that external (active scanning, lead user collaboration, and market experiments) and internal sources (boundary spanner input and interdepartmental connectedness) of market information positively affect market foresight. Further, the effects of active scanning, market experiments, and interdepartmental connectedness on market foresight are positively moderated by the organization’s open-mindedness. These findings also provide evidence that firms with superior market foresight develop more creative products, introduce them to the market faster, and introduce them at a more opportune time.

Our findings demonstrate that managers’ knowledge of market changes ahead of competitors is enhanced through acquiring both external and internal sources of market information. Furthermore, market foresight is significantly enhanced by managers being open-minded to the information gained from these sources as it may challenge long-held assumptions.

This chapter introduces a new construct, market foresight capability, to the literature that will aid managers in developing greater insight into emerging shifts in the market. For researchers, this new line of inquiry expands our understanding as to the critical sources and new product outcomes of obtaining future-focused market information.

The creation of sustainable value has become a key driver of competitive advantage for many companies. The field of organization development and change can assist these companies because it provides the theories, research, models, and tools they need to embed sustainability into their core business practices. In this chapter, we provide a brief history of sustainable value, demonstrate how and why it is an important source of competitive advantage, and describe five core capabilities companies need to embed sustainability throughout their organizations. We use case examples to illustrate these ideas and conclude with implications for research and practice.

Legislative action was historically the means by which U.S. states abolished capital punishment, but such action ceased for decades following the Supreme Court's 1976 Gregg decision that reaffirmed the constitutionality of the death penalty. Despite the fact that several legislatures have considered abolition bills in the modern era, only three states successfully enacted such legislation. It is my purpose in this study to analyze why states are currently struggling to pass abolition legislation and to determine which factors contribute to success. I conduct a comparative, qualitative case study of New Jersey, the first state to legislatively abolish since 1976, and Maryland, a similar state whose abolition effort recently failed. I analyze the content of legislators’ debates about the abolition bills in committee and on the legislature floor, as well as news coverage of the abolition efforts in each state's largest newspapers. I reach two primary conclusions. First, an abolition bill is more likely to be passed by Democrats than Republicans, but unified Democratic control of the government is not a sufficient condition for abolition. Second, arguments about the risk of wrongful executions and the deleterious collateral consequences of the death penalty process on the family members of murder victims are powerful sources of political support for abolition, especially where doubts about the deterrent effect of the death penalty are widespread. This study reaffirms the central importance of the innocence frame in the modern death penalty debate, and it presents the first scholarly analysis of the collateral consequences frame. These findings may help activists in the abolition movement more effectively frame their arguments to appeal to legislators.

How can we explain the absence of resistance, especially among unionised workers? Writing in the 1921 about the interaction between economic downturns and political responses, Leon Trotsky made the following pointThe political effects of a crisis (not only the extent of its influence but also its direction) are determined by the entire existing political situation and by those events which precede and accompany the crisis, especially the battles, successes or failures of the working class itself prior to the crisis. Under one set of conditions the crisis may give a mighty impulse to the revolutionary activity of the working masses; under a different set of circumstances it may completely paralyse the offensive of the proletariat and, should the crisis endure too long and the workers suffer too many losses, it might weaken extremely not only the offensive but also the defensive potential of the working class. (Trotsky, 1974)

This preliminary survey begins to probe a few purposes and practices of “Earth System Science” to rethink the ways in which Nature is “taken into account” by this new power/knowledge formation. The workings of “environmentality,” or green governmentality (Luke, 1999c), and the dispositions of environmental accountancy regimes depend increasingly on the development and deployment of such reconceptualized interdisciplinary sciences (Briden & Downing, 2002). These practices have gained much more cohesion as a technoscience network since 2001 Amsterdam Conference on Global Climate Change Open Science. Due to its brevity, this study is neither an exhaustive history nor an extensive sociology of either Earth System Science or the new post-2001 Earth System Science Partnership (ESSP), which acquired new legitimacy during and after this professional-technical congress. Instead this critique reexamines these disciplinary developments to explore the curious condition of their rapid assembly and gradual acceptance as credible technoscience formations. This reevaluation allows one, at the same time, to speculate about the emergent interests hoping to gain hold over such power/knowledge programs for managing security, territory, and population on a planetary scale (Burchell, Gordon, & Miller, 1991; Foucault, 1991c, pp. 87–104).