Relational pluralism: organizational foresight in practiceSarpong, D., Maclean, M., O'Regan, N. and Ghobadian, A. (2013) Relational pluralism: organizational foresight in practice. Academy of Management Proceedings. Full text not archived in this repository. It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing. To link to this item DOI: 10.5465/AMBPP.2013.48 Abstract/SummaryThis paper examines organizational foresight from a relational perspective. In doing this, we present relational incumbency as a transient conceptual framework to explore how the organizing social relationships and interactions of lower participants may influence organizational foresightfulness. The research employed an exploratory case-based approach with three software organisations and their four new product innovation projects serving as the empirical research sites. Drawing on the case evidence, we provide an account on how normative organizing structures, rights and authority relationships constitutively influence the creative emergence of organizational foresight in practice. We conclude the paper with a discussion of the managerial implications and some directions for future research.
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