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The purpose of this study is to investigate the influence of emotional intelligence (EI) on the relationship between strategic management of technology (SMT) and organizational performance (OP).

Data were collected through a survey of 1,094 managerial level employees attached to banks in Sri Lanka and analyzed using structural equation modeling procedure with SmartPLS to test a priori-based conceptual model. The results supported the arguments on the positive impact of SMT on OP, and the moderating role of EI on the relationship between SMT and the OP.

This research reveals the positive effect of SMT on organizational performance.

The findings imply the importance of emotions of managerial level employees in implementing technology strategies to enhance organizational performance in highly volatile markets.

The findings provide an important contribution to the practitioners with the importance of EI for the relationship between SMT and OP.

TEX is a well‐known system for the production of quality documents, offering the user a high degree of sophistication in the specification of the final format. It has companion packages (most notably LATEX) which allow other document processing activities, including the production of new fonts, pictures and extended production systems. It suffers from the criticism that it is now dated and does not offer WYSIWYG functionality. With the emergence of new technology and more powerful computing at the desktop, there is a high demand for a more graphics‐oriented interface to which the user can relate easily and which immediately lets him see the appearance of the document being planned. However, the emerging wordprocessing and document processing packages still have faults. The project described in this paper was aimed at rescuing the full power of the TEX packages in the newly emerging X‐windows technological context. We describe software which was produced to take full advantage of the facilities of both systems by translating TEX output into bit‐mapped images which can then be displayed on an X‐terminal and mixed with such facilities as the extra fonts available and bit‐maps produced in the X‐environment. An interactive environment is defined that gives the user flexibility in the creation of a document of high quality with a friendly human‐computer interface, which allows the windowing environment to give a new look to an old and well‐tried system. The advantages of this approach are many, and include the use of a well‐understood environment, a large amount of software in the public domain to extend the package and drive printers, and the exploitation of the emerging X‐window standard.

While the conventional portrayed strategy formulation emphasizing rationality, analysis, and linearity, this paper reexamines the thinking about strategy from a sense‐making perspective. Utilizing the organization's dominant coalition as the focus of analysis and its shared mindset as the key frame for sense‐making, we highlight strategic thinking as planned change and as much more emotional and recursive as well as socially implemented than is usually conceived.

This paper aims to discuss the dynamic interactions among knowledge management, strategic foresight and emerging technologies, resulting in a framework that can help companies to shape these interactions for achieving positive outcomes.

This conceptual paper is based on prior literature streams, which were interrelated through an abductive research process. This iterative conceptualization approach led to the formation of testable propositions that advance the understanding on the interactions among knowledge management, strategic foresight and emerging technologies.

The framework demonstrates the existence of an actions cycle between strategic foresight and knowledge management through a constructivist perspective, where one can improve the other. These interactions can be useful both for the development of emerging technologies and for identifying these innovations in market that can be applied in companies. Hence, all these dynamic interactions do not point to a hegemonic relationship of one construct over the others, but for the value equality among them.

Although current literature points to the existence of relationships among knowledge management, strategic foresight and emerging technologies, the dynamism inherent in these interactions as well as their positive effects for companies’ results are not properly discussed. This paper fills such a gap and proposes directions for future research.

The purpose of this paper is to envision the alternative futures of the design and manufacturing industry using an integrated foresight method based on scenario planning. Also, the authors aim at developing robust strategies for an enterprise that aims to be placed as a leading high-tech international design and manufacturing company in 2035.

The proposed approach is created by integrating several foresight methods such as Delphi, scenario planning, MICMAC and cross-impact analysis.

Automation and sustainable development are found as the fundamental driving forces in the design and manufacturing industry. Four scenarios based on these driving forces and expert knowledge are created: innovation adaptation, forced automation (business-as-usual), sustainable era and automationless scenarios. For the developed scenarios, a set of strategies are proposed by asking experts about the strategies which can be taken to make the enterprise competitive in all developed scenarios in 2035. The main macro-level outcome is that economic and technological drivers will be the most important factors for design and manufacturing, followed by environmental and social factors.

The proposed method uses the strengths of traditional scenario planning but overcomes its weaknesses by suggesting a systematic process for scenario building and easy application.

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 paper is to explore how emergent changes are handled in research and development (R&D) projects. R&D projects’ business potential lies in their exploration of the unknown; conversely, this makes them uncertain endeavours, prone to emergent changes.

Uses a single-case-study design, based on a projects-as-practice perspective and a soft systems methodology (SSM) analysis, to map how ad hoc R&D teams handle emergent changes, specifically the solution identification and assessment phase and the implementation plan. An R&D project in the power industry, involving over 250 engineers, was analysed.

This paper shows how emergent changes are handled differently from initiated changes during the decision-making phase. The system analysis shows that the most critical factors for managing these changes are: collective reflection between project parties; and including experienced engineers in implementation-plan reviews.

The results are of relevance both to R&D managers aiming to improve team performance and to general project management. Informal notions of emergent changes can be formalised in the change request process. Weaknesses in the project team’s organisation are highlighted, and details of how of how to mitigate these are provided.

Combines engineering-design and project-management research on emergent changes, adding to the former regarding people–organisational and strategic issues. Furthers understanding of the projects-as-practice approach and emergent change (deviations) handling by ad hoc teams in a project environment. SSM has not previously been used to explore aspects of projects-as-practice, and this is a novel way of adding to the body of knowledge on project praxis and practise.

May 19, 1972 Industrial Relations — Industrial dispute — Emergency provisions — “Irregular industrial action” — Work to rule on railways — “Concerted course of conduct … by a group of workers” — Whether in “breach of their contracts of employment” — Industrial Relations Act, 1971 (c.72), ss. 33(4), 138(1) (2), 139(1) (4), 141(1) (2), 142(1), 143(1) (2). Master and Servant — Contract of service — Effect of railway work to rule disrupting services — Whether in breach of contract — Industrial Relations Act, 1971, s. 33(4).

This paper aims to describe and discuss the architecture of Russia’s Technology Foresight System (TFS). This paper introduces the reader to the integration of the TFS into the public administration system and, specifically, into the national strategic planning system.

To do so, the authors fall back on more than 10 years of experience in performing foresight exercises for Russian policy makers of their institution.

Thereby, the paper highlights the implications arising from the interaction between sectoral and national components of TFS and on application of the results of foresight studies (implemented within the framework of TFS) for the strategic planning.

Russia has a long history of technological planning and forecasting and engages regularly in extensive foresight activities of both national and sectoral relevance. Also, Russia’s leadership repeatedly stresses the importance of such foresight activities which are outlined by a national law since 2014.

Regional development authorities extol the attractions of a move from congested urban areas to the open spaces of the countryside. Less publicised is the conflict which can ensue from this ‘re‐location’ drive. Report by Mary Jarratt.