Strategic Foresight is a relatively young field of research. Although, plenty of different definitions, recommended methods or process approaches exist. Based on a literature review, this thesis tries to systemize the literature to shed light onto the current state of research.
Strategic Foresight, as a part of the strategic management, should be strongly related to one of the basic models of strategic management. The targeted object will be building a bridge to one of the most popular and practical models invented by Porter. Still today, there are no approaches that combine Porter’s Five Forces with Strategic Foresight.
In the literature, often the impact of complexity and dynamics is discussed in regard to Strategic Foresight, but a certain model to evaluate and measure complexity does not exist yet. Neither organizational nor environmental complexity has been included in current Strategic Foresight literature. After analyzing, systemizing, defining, and merging both models by dint of Strategic Foresight considerations, the development of a complexity model will accomplish
the attempt to provide a holistic approach to measure complexity in regard to Strategic Foresight for further research.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- Background
- Research Gap
- Structure of the Thesis
- Results from the Literature Review
- Evolution of Strategic Foresight
- Components within Strategic Foresight
- Strategic Foresight Methods
- Role of Information
- Process of Strategic Foresight
- Conceptual Approach for Systemizing Porter’s Five Forces
- Strategic Alignment via Porter
- Porter’s Five Forces
- Strategic Foresight and Porter’s Five Forces – A Synthesis
- Management of Complexity according to Strategic Foresight
- Theoretical Basics of Complexity
- Models of Complexity
- Applied Model of Complexity and Strategic Foresight – A Synthesis
- Conclusion and Further Research
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This thesis explores the intersection of Strategic Foresight and Porter's Five Forces model within the context of strategic management. The main objective is to synthesize these two approaches and develop a comprehensive model that incorporates complexity considerations. Key themes explored include:- Evolution and Definition of Strategic Foresight
- Components and Methods of Strategic Foresight
- Role of Information in Strategic Foresight
- Systemizing Porter's Five Forces with Strategic Foresight
- Measuring and Managing Complexity in Strategic Foresight
Zusammenfassung der Kapitel (Chapter Summaries)
- Introduction: This chapter establishes the context of the thesis by discussing the emergence of strategic foresight and its importance in a dynamic and complex business environment. It also highlights the research gap and the structure of the thesis.
- Results from the Literature Review: This chapter provides a systematic analysis of the existing literature on strategic foresight, covering its historical development, components, methods, role of information, and process approaches. It discusses various definitions, classifications, and empirical findings.
- Conceptual Approach for Systemizing Porter’s Five Forces: This chapter presents a conceptual framework that merges the key elements of strategic foresight with Porter's Five Forces model. It examines how each component of strategic foresight can be applied to understand and manage the competitive forces shaping an industry.
- Management of Complexity according to Strategic Foresight: This chapter explores the concept of complexity, differentiating between organizational and environmental complexity. It presents two models for measuring complexity and integrates them with the previously developed synthesis of strategic foresight and Porter's Five Forces.
Schlüsselwörter (Keywords)
This thesis focuses on the interplay of strategic foresight, Porter's Five Forces model, and complexity management. Key concepts explored include strategic foresight, competitive advantage, industry analysis, competitive forces, environmental complexity, organizational complexity, information management, and knowledge generation.- Citation du texte
- Daniel Roy (Auteur), 2009, Strategic Foresight and Porter’s Five Forces, Munich, GRIN Verlag, https://www.grin.com/document/171110
