Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Sarpong, David; Maclean, Mairi (2016)
Publisher: Elsevier
Languages: English
Types: Article
Subjects: Relationalism, Organizing architecture, Strategic foresight, Innovation teams

Drawing on relationalism as a theoretical lens, we examine how normative organising structures, rights and authority relationships influence the cultivation of strategic foresight among organisational members lower down the organisational hierarchy. We adopt a case-based approach involving three software firms, whose innovation teams served as our empirical research sites. Our study highlights the triadic influence of individual, organisational and contextual organising practises on the cultivation of strategic foresight. We identify four relational assemblages of practises that enable (or impede) the enactment of strategic foresight in practise. These include strategic conversations, perspective taking and reflexivity-in-practise, over-emphasis on formal knowledge and technical rationality, and benevolent conspiracies. We add to research on strategic foresight by extending our understanding of the vital role that lower-level employees may play in the cultivation of organisational 'foresightfulness'. We therefore urge management advisors to accord lower-level input recognizably respectful consideration, if not adoption.

  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Ahuja, G., Coff, R.W., & Lee, P.M. (2005). Managerial foresight and attempted rent appropriation: insider trading on knowledge of imminent breakthroughs. Strategic Management Journal, 26, 791-808.
    • Alvesson, M. (2003). Beyond neopositivists, romantics and localists: a reflexive approach to interviews in organisational research. Academy of Management Review, 28, 13-33.
    • Andriopoulos, C., & Gotsi, M. (2006). Probing the future: mobilising foresight in multiple-product innovation firms. Futures, 38, 50-66.
    • Bandura, A. (1994). Self efficacy. In Ramachaudran, V. (ed.), Encyclopaedia of Human Behaviour. New York: Academic Press, 4, pp. 71-81.
    • Beech, N., MacIntosh, R., & MacLean, D. (2010). Dialogues between academics and practitioners: the role of generative dialogue encounters. Organization Studies, 31, 1341-1367.
    • Bello, D.C., Chelariu, C., & Zhang, L. (2002). The antecedents and performance consequences of relationalism in export distribution channels. Journal of Business Research, 56, 1-16.
    • Birkinshaw, J., Hamel, G., & Mol, M. (2008). Management innovation. Academy of Management Review, 33, 825-845.
    • Cheng, T., & Sculli, D. (2001). Relationship dominance: rethinking management theories from the perspective of methodological relationalism. Journal of Managerial Psychology, 16, 97-105.
    • Chia, R. (1998). Introduction. In R. Chia (Ed.). In the Realm of Organisation: Essays for Robert Cooper (1- 11). London: Routledge.
    • Chia, R. (2004). Re-educating attention: what is foresight and how is it cultivated? In Managing the Future: Foresight in the Knowledge Economy. H. Tsoukas and J. Shepherd (eds), 21-37. Oxford: Blackwell.
    • Chia, R. (2008). Enhancing entrepreneurial learning through peripheral vision. In Harrison, R and Leitch, C. (eds), Entrepreneurial Learning: Conceptual Frameworks and Applications. London: Routledge, 27-43.
    • Chia, R., & Holt, R. (2006). Strategy as practical coping: a Heideggarian perspective. Organization Studies, 27, 635-655.
    • Chia, R., & MacKay, B. (2007). Post-processual challenges for the emerging strategy-as-practice perspective: discovering strategy in the logic of practice. Human Relations, 60, 217-242.
    • Clancy, A., Vince, R., & Gabriel, Y. (2012). That unwanted feeling: a psychodynamic study of disappointment in organizations. British Journal of Management, 23, 518-531.
    • Cornelius, P. (2005). Three decades of scenario planning, California Management Review, 48, 1, 92-109.
    • Constanzo, L.A., & Mackay, R.B. (eds) (2010). Handbook of Research on Strategy and Foresight. Cheltenham: Edward Elgar.
    • Cooper, R. (2005). Relationality. Organization Studies, 26, 1689-1710.
    • Courpasson, D., Dany, F., & Clegg, S.R. (2012). Resisters at work: generating productive resistance in the workplace. Organization Science, 23, 3, 801-819.
    • Cunha, M.P., Palma, P. & Da Costa, N.G. (2006). Fear of foresight: knowledge and ignorance in organizational foresight. Futures, 38, 942-955.
    • Cunha, M.P., & Chia, R. (2007). Using teams to avoid peripheral blindness. Long Range Planning, 40, 559-573.
    • Cunha, M.P., Clegg, S., & Kamoche, K. (2012). Improvisation as real time foresight. Futures, 44(3), 265- 272.
    • Deetz, S. (2008). Resistance: would struggle by any other name be as sweet? Management Communication Quarterly, 32, 3, 387-392.
    • De Moor, K., Saritas, O., Schuurman, D., Claeys, L. & De Marez, L. (2014). Towards innovation foresight: Two empirical case studies on future TV experiences for/by users. Futures, 59, 39- 49).
    • Ho, D.Y.F., Peng, S., Lai, A.C., & Chan, S.F. (2001). Indeginization and beyond: methodological relationalism in the study of personality across cultural traditions. Journal of Personality, 69, 925-953.
    • Ho, D.Y.F. (1998). Interpersonal relationships and relationship dominance: an analysis methodological relationalism. Journal of Social Psychology, 1, 1-16.
    • Jarratt, D., & Stiles, D. (2010). How are methodologies and tools framing managers' strategizing practice in competitive strategy development? British Journal of Management, 21, 28-43.
    • Kaplan, S., & Orlikowski, W.J. (2013) Temporal work in strategy making. Organization Science, 24, 965- 995.
    • Knorr Cetina, K. (2001). 'Objectual practice'. In Schatzki, T., Knorr Cetina, K., & Von Savigny, E. (eds), The Practice Turn in Contemporary Theory. London: Routledge, pp. 175-188.
    • Levitt, B., & March, J.G. (1988). Organizational learning. Annual Review of Sociology, 14, 319-340.
    • Lebra, T.S. (1976). Japanese Patterns of Behaviour. Honolulu: University of Hawaii Press.
    • Lincoln, Y.S., & Guba, E.G. (1986) Naturalistic inquiry. Newbury Park, CA: Sage.
    • MacKay, R.B. (2009). Strategic foresight: counterfactual and prospective sensemaking in enacted environments. In Costanzo, L. and MacKay R.B. (eds), Handbook of Research on Strategy and Foresight. Cheltenham: Edward Elgar, pp. 90-112.
    • MacKay, B., & McKiernan, P. (2010). Creativity and dysfunction in strategic process: the case of scenario planning. Futures, 42, 271-281.
    • Mackay, D., & Burt, G. (2014). Strategic learning, foresight and hyperopia. Management Learning, In Press, doi: 10.1177/1350507614549120.
    • Maclean, M., Harvey, C., & Chia, R. (2012a). Sensemaking, storytelling and the legitimization of elite business careers. Human Relations, 65, 17-40.
    • Maclean, M., Harvey, C., & Chia, R. (2012b). Reflexive practice and the making of elite business careers. Management Learning, 43, 385-404.
    • Mainemelis, C. (2010). Stealing fire: Creative deviance in the evolution of new ideas. Academy of Management Review, 35, 558-578.
    • March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71- 87.
    • McKelvey, B., & Boisot, M. (2010). Redifining strategic foresight: 'fast' and 'far' sight via complexity science. In Constanzo, L. and Mackay, R..B (eds), Handbook of Research on Strategy and Foresight. Cheltenham: Edward Elgar, pp.15-47.
    • Mehra, A., Kilduff, M., & Brass, D.J. (1998). At the margins: a distinctiveness approach to the social identity and social networks of underrepresented groups. Academy of Management Journal, 41, 441-45.
    • Milton, L.P., & Wesphal, J.D. (2005). Identity confirmation networks and cooperation in work groups. Academy of Management Journal, 48, 191-212.
    • Narayanan, V.K., & Fahey, L. (2004). 'Invention and navigation as contrasting metaphors of the pathway to the future'. In Tsoukas, H. & Shepherd, G. (eds), Managing the Future: Foresight in the Knowledge Economy. Oxford: Blackwell, pp. 38-57.
    • Nohria, N., & Gurtler, B. (2004). Note on Human Behaviour: Character and Situation. Massachusetts: Harvard Business School Press.
    • Nonaka, I., Von Krogh, G., & Voelpel, S. (2006). Organizational knowledge creation theory: evolutionary paths and future advances. Organization studies, 27, 1179-1208.
    • Parry, S., Jones, R., Rowley, J., & Kupiec-Teahan, B. (2012). Marketing for survival: a comparative case study of SME software firms. Journal of Small Business and Enterprise Development, 19, 712-728.
    • Postrel, S. (2009). Multitasking teams with variable complementarity: challenges for the capability management. Academy of Management Review, 34, 273-296.
    • Rasche, A., & Chia, R. (2009). Researching strategy practices: a genealogical social theory perspective. Organization Studies, 30, 713-734.
    • Rohrbeck, R. (2011). Corporate foresight: Towards a Maturity Model for the Future Orientation of a Firm, Contributions to Management Science. Berlin: Springer Verlag.
    • Rohrbeck, R.E. (2012). Exploring value creation from corporate foresight activities. Futures, 44, 440- 452.
    • Sandberg, J., & Tsoukas, H. (2011). Grasping the logic of practice: theorising through practical rationality. Academy of Management Review, 36, 338-360.
    • Sarpong, D. (2011). Towards a methodological approach: theorising scenario thinking as a social practice. Foresight, 13, 4-17.
    • Sarpong, D., & Maclean, M. (2011). Scenario thinking: a practice based approach to the identification of opportunities for innovation. Futures, 43, 1154-1163.
    • Sarpong, D., & Maclean, M. (2012). Mobilizing differential visions for new product innovation. Technovation, 32, 694-702.
    • Sarpong, D., Maclean, M., & Davies, C. (2013). Matter of foresight: how organizing practices enable (or impede) organizational foresightfulness. European Management Journal, 31, 613-625.
    • Schatzki, T. (2001). 'Practice mind-ed orders'. In Schatzki, T., Knorr Cetina, K. and Von Savigny, E. (eds), The Practice Turn in Contemporary Theory. London: Routledge, pp.43-55.
    • Schatzki, T. (2005). Peripheral vision: the sites of organizations. Organization Studies, 26, 465-483.
    • Schwartz, B. (2011). Practical wisdom and organizations. Research in organizational Behaviour, 31, 3-23.
    • Schwarz, J.O. (2007). assessing future disorders in oorganizations: implications for diagnosing and treating schizophrenic, depressed or paranoid oorganizations. Foresight, 9,15-26.
    • Schwarz, J.O. (2009). Business war-gaming: developing foresight within strategic simulation. Technology Analysis and Strategic Management, 21, 291-305.
    • Simpson, J.T., & Mayo, D.T. (1997). Relationship management: a call for fewer influence attempts? Journal of Business Research, 39, 209-218.
    • Slaughter, R.A. (1995). The Foresight Principle: Cultural Recovery in the 21st Century'. London: Adamantine.
    • Somers, M.R. (1998). We're no angels: realism, rational choice, and relationality in social science. American Journal of Sociology, 104, 722-784.
    • Stiglitz, J., & Bilmes, L. (2008). The Three Trillion Dollar War. New York: Allen Lane.
    • Stoecker, R. (1991). Evaluating and rethinking the case study. Sociological Review, 39, 88-112.
    • Strauss, A.L. and Corbin, J. (1990). Basics of Qualitative Research: Grounded Theory Procedures and Techniques. Newbury Park, CA: Sage.
    • Strauss, A.L., & Corbin, J. (1998). Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. Thousand Oaks, CA: Sage.
    • Suddaby, R. (2006). From the editors: what grounded theory is not. Academy of Management Journal 49, 633-642.
    • Thomas, D.R. (2006). A general inductive approach for analyzing qualitative evaluation data. American Journal of Evaluation, 27, 237-246.
    • Tsang, W.K. (2014). Generalizing from research findings: the merits of case studies. International Journal of Management Research, 16, 369-383.
    • Tsoukas, H., & Chia, R. (2002). On organizational becoming: rethinking organizational change. Organization Science, 13, 567-582.
    • Tushman, M & Nadler, D. (1986). Organizing for innovation. California Management Review, 3, 74-92.
    • Verona, G. (1999). A resource-based view of product development. Academy of Management Review, 24, pp. 132-142.
    • Waehrens, B.V., & Riis, J.O. (2001). Failures to enact the future: a social practice perspective. Futures, 42, 328-336.
    • Wang, S., & Noe, R.A. (2010). Knowledge sharing: a review and directions for future research. Human Resource Management Review, 20,115-131.
    • Weick, K. (1995). Sensemaking in Organizations. Thousand Oaks, CA: Sage.
    • Whipp, R. (1999). Creative deconstruction: strategy and organizations. In Clegg, S.R., Hardy, C. , & Nord, W. R (eds), Managing Organizations: Current Issues, London: Sage Publications, pp. 11- 25.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article