PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Technology foresight: an instrument for identifying organisational improvement

Autorzy
Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The aim of this study is to show that technology foresight can be utilised as an instrument for shaping the future of an organisation. In this paper technology foresight is presented at an organisational level, indicating that each case should be analysed individually while maintaining the methodology and the foresight process. This study also tries to demonstrate that the use of technology foresight can determine the shaping of the quality of an organisation and can potentially become the major driver in its development.
Rocznik
Strony
14--20
Opis fizyczny
Bibliogr. 39 poz., wykr.
Twórcy
autor
  • Koszalin University of Technology, Faculty of Economic Sciences, Department of Management, St. Kwiatkowskiego 6E, 75-434 Koszalin, Poland
Bibliografia
  • [1] Açıkgöz A., Günsel A., Kuzey C., Zaim H., Team foresight in new product development projects, Group Decision & Negotiation, 25, 2, 289–323, 2016.
  • [2] Andersen P.D., Jørgensen B.H., Lading L.B., Sensor foresight – technology and market, Technovation, 24, 311–320, 2004.
  • [3] Babbie E., Social research in practice, Warsaw: PWN, 2007.
  • [4] Barker K.E., Cox D., Sveinsdottir T., Foresight on the future of public research metrology in Europe, Foresight, 1, 13, 5–18, 2011.
  • [5] Bober B., Olkiewicz M., Chosen aspects of risk management occupational, UTMS Journal of Economics, 6, 177–184, 2015.
  • [6] Bou-Llusar J.C., Escrig-Tena B., Roca-Puig V., An empirical assessment of the EFQM excellence model: evaluation as a TQM framework relative to the MBNQA model, Journal of Operations Management, 27, 1, 1–22, 2009.
  • [7] Burgelman J.C., Chloupková J., Wobbe W., Foresight in support of European research and innovation policies: the European Commission is preparing the funding of grand societal challenges, Business Process Management Journal, 2, 20, 16–22, 2014.
  • [8] Butter M., Brandes F., Keenan M., Popper R., Evaluating Foresight: an introduction to the European Foresight Monitoring Network, Foresight, 10, 6, 3–15, 2008.
  • [9] Calof J., Smith J.E., Foresight impacts from around the world: a special issue, Foresight, 14, 1, 5–14, 2012.
  • [10] Cuhls K., From forecasting to foresight processes – new participative foresight activities in Germany, Journal of Forecasting, 22, 3, 93–111, 2003.
  • 11] Ejdys J., Lulewicz-Sas A., Strategic Foresight as an instrument of shaping future vision of an organisation, Organisations and Management, 4, 36–42, 2011.
  • [12] Farrington T., Henson K., Crews C., Research foresights. The use and strategic foresight methods for ideation and portfolio management, Research Technology Management, 2, 26–33, 2012.
  • [13] Georghiou L., Future of foresighting for economic development, UNIDO Technology Foresight Summit, Budapest, 2007.
  • [14] Georghiou L., Harper J., Keenan M., Miles I., Popper R., The Handbook of Technology Foresight. Concepts and Practice, Prime Series on Research and Innovation Policy, UK: Edward Elgar, Northampton 2008.
  • [15] Georghiou L., Miles I., Popper R., The Handbook of Technology Foresight: Concepts and Practice, UK: Edward Elgar, Cheltenham, 2009.
  • [16] Gray Ch., New directions in managing the forecasting process, Foresight: The International Journal of Applied Forecasting, 31, 50–63, 2013.
  • [17] Hideg E., Theory and practice in the field of foresight, Foresight, 9, 6, 36–46, 2007.
  • [18] Hines A., Bishop P., Thinking about the future: guidelines for strategic foresight, Social Technologies LLC, 2006.
  • [19] Kaynak H., The relationship between Total management practices and their effects on firm performance, Journal of Operations Management, 21, 4, 405–435, 2003.
  • [20] Makarova E.A., Sokolova A., Foresight evaluation: lessons from project management, Foresight, 16, 1, 75–91, 2014.
  • [21] Miles I., Keenan M., Practical guide to regional foresight in the United Kingdom, EU: European Communities, Brussels, 2002.
  • [22] Nazarko J., Regional economic foresight. Methodology and research, ZPWiM, Warsaw, 2013.
  • [23] Nazarko J., Ejdys J., Gudanowska A., Kononiuk A., Magruk A., Nazarko Ł., Prusiel Ł., Evaluation study of foresight projects implemented in Poland – Expertise, Białystok: Białostok University of Technology, 2010.
  • [24] Nazarko J., Ejdys J., Kononiuk J., Gudanowska A., Magruk A., Nazarko Ł., Evaluation study of foresight projects implemented in Poland, Nazarko J. [Eds.], Warszawa: MNiSW, 2012.
  • [25] Olkiewicz M., Knowledge management as a determinant of innovation in enterprises, Proceedings of the 9th International Management Conference Management and Innovation For Competitive Advantage, Bucharest, Romania, 399–409, 2015.
  • [26] Olkiewicz M., Models of quality shaping in organisations within the framework of quality foresight, Koszalin: Koszalin University of Technology, 89–91, 2017.
  • [27] Öner M.A., Beser S.G., Assessment of corporate foresight project results: case of a multinational company in Turkey, Foresight, 13, 2, 49–63, 2011.
  • [28] Palmberg K., Exploring process management: are there any widespread models and definitions?, The TQM Journal, 21, 2, 203–215, 2009.
  • [29] Pieriegud J., Use of megatrends to analyse the future development of economic sectors. Megatrends and their impact on the development of infrastructural sectors, PaprockiW., Pieriegud J. [Eds.], Gdansk: Gdansk University of Technology. 2015.
  • [30] Pillkahn, U., Using trends and scenarios as tools for strategy development, 1st ed., Berlin-Munich: Publicis Corporate Publishing, 2008.
  • [31] Popper R., Foresight methodology an overview and more, Bonn, German, 2008.
  • [32] Popper R., How are foresight methods selected?, Foresight, 10, 6, 62–89, 2008.
  • [33] Popper R., Georghiou L., Miles I., Keenan M., Evaluating foresight: fully-fledged evaluation of the Colombian Technology Foresight Programme (CTFP), Pub. Universidad del Valle, Cali http://community.iknowfutures.eu/pg/file/popper/view/2204/evaluating-foresight-fullyfledged-evaluation-of-ctfp 2010.
  • [34] Saritas O., Burmaoglu S.,The evolution of the use of Foresight methods: a scientometric analysis of global FTA research output, Scientometrics, International Journal of Innovation Management, 105, 1, 14–24, 2015.
  • [35] Sidorova A., Isik O., Business process research: a crossdisciplinary review, Business Process ManagementJournal, 16, 4, 567–595, 2010.
  • [36] Silverman D., The interpretation of qualitative data: methods of analysis call, text and interaction, Warsaw: PWN, 54, 2008.
  • [37] Szreder M., Methods and techniques opinion research survey, Warsaw: PWE, 28–41, 2010.
  • [38] Turturean C., Classifications of foresight methods, the year book of the “Gh. Zane”, Institute of Economic Research, 20, 2, 113–123, 2011.
  • [39] Wolniak R., The assessment of significance of benefits gained from the improvement of quality management systems in Polish organisations, Quality & Quantity, 47, 1, 515–528, 2013.
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-0feb288c-9bfb-4e0a-9c54-5a2f4c361f09
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.