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The practice and concept of foresight have developed over several decades.
The article explores the co-evolution of the academic field of innovation studies and the practice and concept of foresight.
This paper clarifying the concept of Foresight 2.0 and emphasizing the importance of participation as a design criterium within that concept.
In addition to empirical work, they analysed the strategy literature on core competencies to underline that the list of core competencies of organisations' (pathfinding4) from Turner and Crawford [48] parallels to a great extent with the concept of foresight.
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The aim of the study was to achieve the following: to specify how small companies learn and acquire new knowledge, to assess their knowledge about the national UK foresight programme, and to evaluate human competence concepts of foresight.
This paper discusses the need for a shift towards more Foresight-based inclusive innovation processes and introduces the concept of "Innovation Foresight" (IF) in this respect.
The concept of global Foresight is still in its infancy.
These advantages are naturally inherent in the concept of corporate foresight.
However, the mechanism of annual, medium (5 years) and longer term planning activities was hierarchically organised and it had little to do with the concept of modern Foresight [21, 22, 23, 24, 25].
Table 9 shifts focus from the construct of foresight and contemporary business conditions towards the theoretical framework for concepts associated with human limitations relevant to corporate foresight practice.
This paper concludes that the concept of innovation system foresight (ISF) constitutes an improved integration of the contemporary understanding of innovation into foresight.
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