Pitfalls in and success factors of corporate foresight projects Online publication date: Sun, 30-Dec-2007
by M. Atilla Oner, Senem Gol
International Journal of Foresight and Innovation Policy (IJFIP), Vol. 3, No. 4, 2007
Abstract: The main purpose is to propose a new and integrated framework for the pitfalls in and success factors of corporate foresight projects in order to facilitate better conversion of their results into actual changes in corporations. The main approach is theoretical development of corporate foresight success factors and project management followed by a conceptual framework. The paper proposes to increase the 5 Cs of successful foresight projects to 12 Cs by incorporating content, competence, change, continuity, courage, curiosity and connectedness. We also link them with possible pitfalls likely to be fallen into different phases and stages of corporate foresight projects. The paper is limited to a conceptual model. Further research should include analysing the level of the reported success of foresight project results of companies based on our assessment model. It is hoped that the proposed framework will support the reliability of the foresight studies and bring a new methodological challenge.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Foresight and Innovation Policy (IJFIP):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook