@article{SchwarzSchroppWachetal.2025, author = {Schwarz, Jan Oliver and Schropp, Theresa Constanze and Wach, Bernhard and Buder, Fabian}, title = {Do internal foresight activities add value to decision-making? Insights from an empirical investigation}, volume = {2025}, pages = {103548}, journal = {Futures}, number = {166}, publisher = {Elsevier}, address = {Amsterdam}, issn = {0016-3287}, doi = {https://doi.org/10.1016/j.futures.2025.103548}, year = {2025}, abstract = {In a large empirical investigation of 400 managers in large U.S. and European corporations, we shed light on the effects of internal strategic foresight activities for decision-making, asking whether and how firms' internal foresight activities add value to their decision-making. Enabling and supporting strategy conversations is conceptualized here as a central activity of strategic foresight. Our empirical investigation demonstrates that internal foresight activities have a significant and positive effect on strategy conversations within a firm. Against the assumptions of previous research, however, we cannot confirm the positive influence of strategy conversations in general on challenging the status quo in a firm or the overall helpfulness of strategic foresight activities in the context of decision-making. Future research should delve deeper into organizational studies to gain a more nuanced understanding of the processes and factors influencing future-oriented decision-making, as well as identifying key enablers that facilitate these decisions.}, language = {en} } @article{SchwarzWach2022, author = {Schwarz, Jan Oliver and Wach, Bernhard}, title = {The usage of cultural products in design thinking: An assessment of an underestimated approach}, volume = {25}, journal = {The Design Journal}, number = {1}, publisher = {Taylor \& Francis}, address = {London}, issn = {1460-6925}, doi = {https://doi.org/10.1080/14606925.2021.2005879}, pages = {4 -- 24}, year = {2022}, language = {en} } @article{SchwarzRohrbeckWach2019, author = {Schwarz, Jan Oliver and Rohrbeck, Ren{\´e} and Wach, Bernhard}, title = {Corporate foresight as a microfoundation of dynamic capabilities}, volume = {2}, pages = {e28}, journal = {Futures \& Foresight Science}, number = {2}, publisher = {Wiley}, address = {Hoboken}, issn = {2573-5152}, doi = {https://doi.org/10.1002/ffo2.28}, year = {2019}, language = {en} } @article{SchwarzWachRohrbeck2023, author = {Schwarz, Jan Oliver and Wach, Bernhard and Rohrbeck, Ren{\´e}}, title = {How to anchor design thinking in the future: Empirical evidence on the usage of strategic foresight in design thinking projects}, volume = {2023}, pages = {103137}, journal = {Futures}, number = {149}, publisher = {Elsevier}, address = {Amsterdam}, issn = {1873-6378}, doi = {https://doi.org/10.1016/j.futures.2023.103137}, year = {2023}, abstract = {Many organizations use design thinking (DT) to develop future products and services. DT is often used for its ability to serve as a common "language" and platform to enable market-facing departments and technology-oriented units to cocreate innovations. DT has been shown to be a powerful tool for helping to identify and connect the needs of average customers (personas) with technical solutions that form the basis for winning products. In this paper, we investigate the extent to which DT professionals already use strategic foresight (SF) methods that anticipate future customer needs and highlight emerging technologies to expand classical DT and anchor their projects in the future. Using survey data on 302 DT projects, we report on the extent to which SF methods are used in DT projects, the overriding types of SF methods in DT projects, and their impact on project success.}, language = {en} } @article{WachSchwarzvonHeld2024, author = {Wach, Bernhard and Schwarz, Jan Oliver and von Held, Felix}, title = {Corporate foresight for the benefit of corporates' innovation climate}, volume = {7}, pages = {e195}, journal = {Futures \& Foresight Science}, number = {1}, publisher = {Wiley}, address = {Hoboken}, issn = {2573-5152}, doi = {https://doi.org/10.1002/ffo2.195}, year = {2024}, abstract = {Corporate foresight (CF) can be considered a future-oriented capability that incorporates perceiving and prospecting. Extant CF-related studies tackle the CF-innovation relationship but do not provide details on how CF relates to innovation climate. As we assume that the innovation climate of companies is a relevant antecedent to innovation, we conduct a quantitative empirical study with 147 upper-tier managers to investigate how CF and the respective training of managers relate to a corporate's innovation climate. Results show that strong perceiving and prospecting positively influence the innovation climate, whereby prospecting is of particular importance. Further, we find that training managers in future-oriented capabilities is only under certain circumstances (i.e., low prospecting) beneficial to the innovation climate in companies.}, language = {en} }