In 1993, in the journal International Security, for example, the cold war historian John Lewis Gaddis wrote that the demise of the Soviet Union was "of such importance that no approach to the study of international relations claiming both foresight and competence should have failed to see it coming".
Major et al. relate foresight to the core competence view of strategy, and they cite Slaughter [46], who describes foresight as an attribute, or a competence, that broadens the boundaries of perception.
Peripheral vision is decisive not only in foresight, but becoming a general competence in coping in the increasingly systemic, connected and networked environment.
This is why "foresightfullness", as expressed by Prahalad and Hamel [15], appears as the resultant of an identified, existing, market niche, professional expertise and a sense of business; and as future-making activity deduced from the capabilities of the professional and business partners following the logic of Major et al. [20] and identifying the foresight approach as a core competence.
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.
Emphasizing the role of an organizational resource becomes a rationale for seeking models or tools that would enable one to assess foresight as a human or organizational competence.
The paper argues that the role of individuals is pivotal to the building of a company's competitive advantage based on foresight as one of its core competences.
It is in business environments where the role of individuals is pivotal to the building of a company's competitive advantage based on Foresight as one of its core competences [12, 13].
It is in business environments where the role of individuals is pivotal to the building of a company's competitive advantage based on foresight as one of its core competences.
Among authors who analysed foresight in an organisation mostly as human or organisational competences are Major et al. [44], Cunha et al. [42], and Bootz [45].
