Innovation Management Journal

Innovation Management Journal

Application of foresight in the development of business models

Document Type : Original Article

Authors
1 Doctoral student of Future Studies, National Science Policy Research Center, Tehran, Iran / Author in charge of correspondence ag.mahmoudzadeh@gmail.com
2 Assistant Professor, Future Studies Department, Scientific Policy Research Center, Tehran, Iran
3 Professor, Faculty of Management and Industrial Engineering, Malik Ashtar University of Technology, Tehran, Iran.
Abstract
Trying to build a desirable future is one of the human opportunity to shape the future in a VUCA world. The use of foresight in the development of business models leads to a sufficient and accurate understanding of the environment and the active identification of uncertainties and fluctuations that may affect the survival of current and new business models. In addition, the evaluation of the business model (as a summary of the strategy) , in plausible and believable futures, increases the awareness of the opportunities available inside and outside the organization. Therefore, the use of foresight in the development of business models has a growing trend. However, there is no comprehensive study regarding the dimensions of using foresight in business model development. This research has done with a systematic review and Meta-synthesizes method. Also, the statistical population is the documents registered in the Scopus database between the years 2000 and 2024 in relation to the research topic. The accuracy of the data was done through coding and conceptualization of the data by two coders and calculating the Kappa coefficient (0.62).At the end, the dimensions of the development of the futuristic business model in 4 categories and 11 main components including context (dimensions and scope of activity) , drivers (technological changes, competitive changes, environmental-political changes), strategies (components and methods) and consequences (increasing predictability, innovation capacity, increasing resiliance and robustness, enhancing competitiveness).
Keywords

Aaltonen, M. and Holmström, J. (2010) ‘Multi-ontology topology of the strategic landscape in three practical cases’, Technological Forecasting & Social Change, 77, pp. 1519–1526. doi: 10.1016/j.techfore.2010.07.004.
Adam, O. et al. (2023) ‘Business Model Reinvention: Impacts of Covid-19 in the Hospitality Business’, in Lecture Notes in Information Systems and Organisation, pp. 75–97. doi: 10.1007/978-3-031-32436-9_7.
Afuah, A. and Tucci, C. L. (2003) Internet business models and strategies: Text and cases. New York, NY, USA: McGraw-Hill.
Ahokangas, P. and Myllykoski, J. (2014) ‘The Practice of Creating and Transforming a Business Model’, Journal of Business Models. Wiley, 2(1), pp. 6–18. doi: https://doi.org/10.5278/ojs.jbm.v2i1.719.
Alizadeh, A., Vahidi Motlagh, V. and Nazemi, A. (2008) Scenario writing or planning based on scenarios. Tehran: Institute of International Energy Studies (in Persian).
Athanasopoulou, A., Haaker, T. and De Reuver, M. (2018) ‘Tooling for internet-of-things business model exploration: A design science research approach’, in 26th European Conference on Information Systems: Beyond Digitization - Facets of Socio-Technical Change, ECIS 2018. United States, pp. 1–11. Available at: https://aisel.aisnet.org/ecis2018_rip/34.
Athanasopoulou, A. and De Reuver, M. (2020) ‘How do business model tools facilitate business model exploration? Evidence from action research’, Electronic Markets. Electronic Markets, 30(3), pp. 495–508. doi: 10.1007/s12525-020-00418-3.
Atkova, I., Ahokangas, P. and Adams, D. (2020) ‘From Structure to Process : Dynamic Aspects of Business Model Change’, Journal of Business Models, 8(2), pp. 57–72. doi: https://doi.org/10.5278/ojs.jbm.v8i2.1927.
Barney, J. B. and Arikan, A. M. (2005) The resource‐based view: origins and implications, The Blackwell handbook of strategic management.
Bon, A., Gordijn, J. and Wai Shiang, C. (2020) ‘Digital inclusion requires a business model too’, in 12th ACM Conference on Web Science Companion. New York, NY, USA: ACM, pp. 64–69. doi: 10.1145/3394332.3402832.
Bouwman, H. et al. (2008) ‘Conceptualizing the STOF Model’, in Mobile Service Innovation and Business Models. Berlin, Heidelberg: Springer Berlin Heidelberg, pp. 31–70. doi: 10.1007/978-3-540-79238-3_2.
Bouwman, H. et al. (2012) ‘Business models tooling and a research agenda’, in BLED 2012 – Special Issue. 7. Slovenia, pp. 235–257. Available at: http://resolver.tudelft.nl/uuid:08096d85-ed12-49f8-b95d-076f6802323d.
Bouwman, H. et al. (2020) ‘Business model tooling: where research and practice meet’, Electronic Markets. Electronic Markets, 30(3), pp. 413–419. doi: 10.1007/s12525-020-00424-5.
Braet, O. and Ballon, P. (2007) ‘Business Model Scenarios for Remote Management’, Journal of Theoretical and Applied Electronic Commerce Research. Boston: Spnnger, 2(3), pp. 62–79. doi: 10.3390/jtaer2030022.
Chesbrough, H. (2010) ‘Business model innovation: Opportunities and barriers’, Long Range Planning, 43(2–3), pp. 354–363. doi: 10.1016/j.lrp.2009.07.010.
Cohen, J. (1972) ‘Weighted Chi Square: an Extension of the Kappa Method’, Educational and Psychological Measurement, 32(1), pp. 61–74. doi: 10.1177/001316447203200106.
D’Hauwers, R. et al. (2021) ‘Business model scenarios for engendering trust in smart city data collaborations’, Proceedings of the 18th International Conference on e-Business, ICE-B 2021, pp. 67–75. doi: 10.5220/0010522300670075.
van Duijne, F. and Bishop, P. (2018) Introduction to strategic foresight, Future Motions. Available at: https://www.futuremotions.nl/wp-content/uploads/2018/01/FutureMotions_introductiondoc_January2018.pdf.
Ergnani, A. et al. (2020) ‘Corporate Foresight In An Ever-Turbulent Era’, The European Business Review, 25(October), pp. 26–33. Available at: https://www.europeanbusinessreview.com/corporate-foresight-in-an-ever-turbulent-era/.
Evers, N. et al. (2023) ‘Unraveling business model innovation in firm internationalization: A systematic literature review and future research agenda’, Journal of Business Research. Elsevier Inc., 158(January), p. 113659. doi: 10.1016/j.jbusres.2023.113659.
Fergnani, A. (2022) ‘Corporate Foresight: A New Frontier for Strategy and Management’, Academy of Management Perspectives, 36(2), pp. 820–844. doi: 10.5465/amp.2018.0178.
Gavigan, J. P. et al. (2001) ‘FOREN Guide-Foresi