@article{HegerRohrbeck2012, author = {Heger, Tobias and Rohrbeck, Rene}, title = {Strategic foresight for collaborative exploration of new business fields}, series = {Technological forecasting \& social change}, volume = {79}, journal = {Technological forecasting \& social change}, number = {5}, publisher = {Elsevier}, address = {New York}, issn = {0040-1625}, doi = {10.1016/j.techfore.2011.11.003}, pages = {819 -- 831}, year = {2012}, abstract = {To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.}, language = {en} } @article{vanderDuinHegerSchlesinger2014, author = {van der Duin, Patrick and Heger, Tobias and Schlesinger, Maximilian D.}, title = {Toward networked foresight? Exploring the use of futures research in innovation networks}, series = {Futures : the journal of policy, planning and futures studies}, volume = {59}, journal = {Futures : the journal of policy, planning and futures studies}, publisher = {Elsevier}, address = {Oxford}, issn = {0016-3287}, doi = {10.1016/j.futures.2014.01.008}, pages = {62 -- 78}, year = {2014}, abstract = {Along with the rise of the now popular 'open' paradigm in innovation management, networks have become a common approach to practicing innovation. Foresight could potentially greatly benefit from resources that become available when the knowledge base increases through networks. This article seeks to investigate how innovation networks and foresight are related, to what extent networked foresight activities exist and how they are practiced. For the former the Cyclic Innovation Model (CIM) is utilized as analytical framework and applied to three cases. The foresight activities are analyzed in terms of type, scope and role. The cases are a collaboration between government agencies and a research organization and two inter-organizational networks of different size. 'Networked foresight' is clearly observable in all three cases. Indeed, a networked approach to foresight seems to strengthen the various roles of foresight. However, the rooting and openness of foresight activities in the three networks varies significantly. The advantages that 'networked foresight' entails could be exploited to a much higher degree for the networks themselves, e.g., the broad resource base and the large pool of people with diverse backgrounds that are available. Furthermore, effective instruments for the reintegration of knowledge into the networks' partner organizations are needed. (C) 2014 Elsevier Ltd. All rights reserved.}, language = {en} } @article{HegerBoman2015, author = {Heger, Tobias and Boman, Magnus}, title = {Networked foresight-The case of EIT ICT Labs}, series = {Technological forecasting \& social change}, volume = {101}, journal = {Technological forecasting \& social change}, publisher = {Elsevier}, address = {New York}, issn = {0040-1625}, doi = {10.1016/j.techfore.2014.02.002}, pages = {147 -- 164}, year = {2015}, abstract = {The objective of this article is to explore the value of networked foresight: foresight conducted in innovation networks for the benefit of the network and its partners with active contributions from the partners. Strategic management, specifically the dynamic capabilities approach and vast literature on corporate and strategic foresight argue that deficiencies like one-dimensionality, narrow-sightedness and myopia of closed corporate processes are remedied by incorporating external sources. A broad knowledge base promises to especially benefit foresight in multiple ways. Thus, created an analytical framework that integrates the dynamic capabilities approach with existing results on potential value contributions of foresight, enriched with existing findings in networked foresight and organizational design in the light increasing importance of inter-organizational networks. We conducted a series of interviews and a survey among foresight practitioners in a network to explore the perceived value proposition of networked foresight for the network partners and the network itself. The analysis is based on data drawn from the Err ICT Labs network of large industry corporations, small-and-medium sized companies, and academic and research institutes. Our study shows that network partners use the results primarily for sensing activities, i.e. data collection and to a lesser extend activity initiation. More sensitive and fundamental organizational aspects such as strategy and decision-making or path-dependency are less affected. Especially SMEs may benefit substantially from network approaches to foresight whereas MNEs are more confident in their existing corporate foresight processes and results. The value for the network itself is substantial and goes beyond value creation potential for companies as discussed in literature. The development of a shared vision relatable to organizational learning and reconfiguration capabilities was identified as particularly valuable for the network. (C) 2014 The Authors. Published by Elsevier Inc.}, language = {en} } @phdthesis{Heger2021, author = {Heger, Tobias}, title = {Foresight in networks}, doi = {10.25932/publishup-50385}, url = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-503851}, school = {Universit{\"a}t Potsdam}, pages = {XVII, 247}, year = {2021}, abstract = {The goal of this dissertation is to contribute to the corporate foresight research field by investigating capabilities, practices, and challenges particularly in the context of interorganizational settings and networked organizations informed by the theoretical perspectives of the relational view and dynamic capabilities. Firms are facing an increasingly complex environment and highly complex product and service landscapes that often require multiple organizations to collaborate for innovation and offerings. Public-private partnerships that are targeted at supporting this have been introduced by policy-makers in the recent past. One example for such a partnership is the European Institute of Innovation and Technology (EIT) with multiple Knowledge and Innovation Communities (KICs). The EIT has been initiated by the European Commission in 2008 with the ambition of addressing grand societal challenges, driving innovativeness of European companies, and supporting systemic change. The resulting network organizations are managed similarly to corporations with managers, boards, and firm-like governance structures. EIT Digital as one of the EIT KICs are a central case of this work. Research in this dissertation was based on the expectation that corporate foresight activities will increasingly be embedded in such interorganizational settings and a) can draw on such settings for the benefit of themselves and b) may contribute to shared visions, trust building and planning in these network organizations. In this dissertation the EIT Digital (formerly EIT ICT Labs) is a central case, supplemented with insights from three additional cases. I draw on the rich theoretical understanding of the resource-based view, dynamic capabilities, and particularly the relational view to further the discussion in the field of corporate foresight—defined as foresight in organizations in contrast to foresight with a macro-economical perspective—towards a relational understanding. Further, I use and revisit Rohrbeck's Maturity Model for the Future Orientation of Firms as conceptual frame for corporate foresight in interorganizational settings. The analyses—available as four individual publications complemented by on additional chapter—are designed as exploratory case studies based on multiple data sources including an interview series with 49 persons, two surveys (N=54, n=20), three supplementary interviews, access to key documents and presentations, and observation through participation in meetings and activities of the EIT Digital. This research setting allowed me to contribute to corporate foresight research and practice by 1) integrating relational constructs primarily drawn from the relational view and dynamic capabilities research into the corporate foresight research stream, 2) exploring and understanding capabilities that are required for corporate foresight in interorganizational and networked organizations, 3) discussing and extending the Maturity Model for network organizations, and 4) to support individual organizations to tie their foresight systems effectively to networked foresight systems.}, language = {en} }