Department of Management

The role of corporate foresight in exploring new markets – evidence from 3 case studies in the BOP markets

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The role of corporate foresight in exploring new markets – evidence from 3 case studies in the BOP markets. / Højland, Jakob; Rohrbeck, René.

In: Technology Analysis & Strategic Management, Vol. 30, No. 6, 2018, p. 734-746.

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

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Højland, Jakob ; Rohrbeck, René. / The role of corporate foresight in exploring new markets – evidence from 3 case studies in the BOP markets. In: Technology Analysis & Strategic Management. 2018 ; Vol. 30, No. 6. pp. 734-746.

Bibtex

@article{05e0742856c14d918f4178ec20a4e109,
title = "The role of corporate foresight in exploring new markets – evidence from 3 case studies in the BOP markets",
abstract = "We examine to what extent successful business-development activities in uncertain environments can be classified as corporate foresight and to what extent they have been intentional and systematic. Beginning with identifying successful cases of new-business development in Bottom of the Pyramid markets, we use various data sources to reconstruct timelines and map corporate foresight activities. We selected the cases to maximise their heterogeneity in firm size, industry, nature of the product and ownership structure. Our findings suggest that the probing (experimental search) phase is particularly important in unknown and uncertain environments but that perceiving and prospecting (cognitive search) activities are necessary to find distant opportunities. In addition, we find that successful business-development activities rely on multiple iterations between perceiving, prospecting and probing. Our findings emphasize that corporate foresight should include activities that encompass both experimental and cognitive search elements.",
keywords = "Corporate foresight, FUTURE, INDUSTRY, INNOVATION, MANAGEMENT, STRATEGIC FORESIGHT, TECHNOLOGY, business development, cognitive search, experimental search",
author = "Jakob H{\o}jland and Ren{\'e} Rohrbeck",
year = "2018",
doi = "10.1080/09537325.2017.1337887",
language = "English",
volume = "30",
pages = "734--746",
journal = "Technology Analysis & Strategic Management",
issn = "0953-7325",
publisher = "Routledge",
number = "6",

}

RIS

TY - JOUR

T1 - The role of corporate foresight in exploring new markets – evidence from 3 case studies in the BOP markets

AU - Højland, Jakob

AU - Rohrbeck, René

PY - 2018

Y1 - 2018

N2 - We examine to what extent successful business-development activities in uncertain environments can be classified as corporate foresight and to what extent they have been intentional and systematic. Beginning with identifying successful cases of new-business development in Bottom of the Pyramid markets, we use various data sources to reconstruct timelines and map corporate foresight activities. We selected the cases to maximise their heterogeneity in firm size, industry, nature of the product and ownership structure. Our findings suggest that the probing (experimental search) phase is particularly important in unknown and uncertain environments but that perceiving and prospecting (cognitive search) activities are necessary to find distant opportunities. In addition, we find that successful business-development activities rely on multiple iterations between perceiving, prospecting and probing. Our findings emphasize that corporate foresight should include activities that encompass both experimental and cognitive search elements.

AB - We examine to what extent successful business-development activities in uncertain environments can be classified as corporate foresight and to what extent they have been intentional and systematic. Beginning with identifying successful cases of new-business development in Bottom of the Pyramid markets, we use various data sources to reconstruct timelines and map corporate foresight activities. We selected the cases to maximise their heterogeneity in firm size, industry, nature of the product and ownership structure. Our findings suggest that the probing (experimental search) phase is particularly important in unknown and uncertain environments but that perceiving and prospecting (cognitive search) activities are necessary to find distant opportunities. In addition, we find that successful business-development activities rely on multiple iterations between perceiving, prospecting and probing. Our findings emphasize that corporate foresight should include activities that encompass both experimental and cognitive search elements.

KW - Corporate foresight

KW - FUTURE

KW - INDUSTRY

KW - INNOVATION

KW - MANAGEMENT

KW - STRATEGIC FORESIGHT

KW - TECHNOLOGY

KW - business development

KW - cognitive search

KW - experimental search

UR - http://futureorientation.net/2017/05/31/exploring-new-markets-with-corporate-foresight-in-the-bottom-of-the-pyramid-markets/

UR - http://www.scopus.com/inward/record.url?scp=85020310181&partnerID=8YFLogxK

U2 - 10.1080/09537325.2017.1337887

DO - 10.1080/09537325.2017.1337887

M3 - Journal article

VL - 30

SP - 734

EP - 746

JO - Technology Analysis & Strategic Management

JF - Technology Analysis & Strategic Management

SN - 0953-7325

IS - 6

ER -