Learning through foresight

Purpose This paper aims to investigate how and why foresight may affect individual and organizational learning. Design/methodology/approach This paper builds on prior research through a qualitative study with 13 foresight practitioners. Findings This paper derives four broad foresight capabilities that are underpinned by a number of interdependent factors and relates those to the wider literature on individual and organizational learning. Practical implications Practitioners may use this paper’s findings to enhance any individual and organizational learning effects of foresight activities. Deriving four broad foresight capabilities via a range of interdependent factors may assist practitioners with evaluating and/or enhancing the effectiveness of these capabilities in an organized fashion. Additionally, the findings show that foresight mode, with its strong relationship to foresight-related accountabilities and incentives, plays a central role in all four foresight capabilities. This stresses the importance of having a continuous foresight capability with strong top management commitment, effective governance and clearly defined roles and responsibilities. Originality/value This paper makes a number of theoretical contributions. First, it contributes toward further operationalizing foresight. Second, it demonstrates a substantial overlap between the concepts of foresight and absorptive capacity, which suggests that foresight scholars and practitioners may benefit from a large and mature related body of literature. Third, it identifies explicit links between specific foresight and individual/organizational learning constructs.