TY - JOUR A1 - Schwarz, Jan Oliver A1 - Schropp, Theresa Constanze A1 - Wach, Bernhard A1 - Buder, Fabian T1 - Do internal foresight activities add value to decision-making? Insights from an empirical investigation JF - Futures N2 - 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. UR - https://doi.org/10.1016/j.futures.2025.103548 Y1 - 2025 UR - https://doi.org/10.1016/j.futures.2025.103548 UR - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:573-57703 SN - 0016-3287 VL - 2025 IS - 166 PB - Elsevier CY - Amsterdam ER - TY - JOUR A1 - Schropp, Theresa Constanze A1 - Schwarz, Jan Oliver A1 - Buder, Fabian T1 - Corporate foresight in light of the COVID‐19 pandemic—The crisis as a driver? JF - Futures & Foresight Science N2 - AbstractOur study emphasizes the evolving nature and increasing relevance of corporate foresight (CF) in a volatile, uncertain, complex, and ambiguous world. This research, therefore, contributes to the foresight literature, concerned with the antecedents and motivators of CF as it investigates how external events that are characterized by great uncertainty influence the CF practice of large companies. On the example of the COVID‐19 pandemic and based on a study of 25 interviews, this empirical research reveals that such events provoke an intensified engagement with the future within companies as implied by a greater resource commitment and interest in foresight. Thereby, CF and especially the development of multiple future scenarios, are considered helpful in countering uncertainty and facilitating responsiveness. UR - https://doi.org/10.1002/ffo2.178 Y1 - 2024 UR - https://doi.org/10.1002/ffo2.178 UR - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:573-45121 SN - 2573-5152 VL - 6 IS - 2 PB - Wiley CY - Hoboken ER -