Managerial foresight and firm performance

Purpose – To specify what defines managerial foresight and to assess the association between managerial foresight and firm performance Methodology/Approach – First, previous research was reviewed and foresight was defined. Second, an instrument for measuring managerial foresight was developed. Third, an empirical case served as an illustration and as anassessment of validity. Fourth, managerial foresight was tested for association with firm performance. Findings – Foresight was specified as behavior with eight sub-components. A moderate and statistically significant positive relationship between managers’ foresight and firm performance was found. Research implications – The empirical evidence for the importance of managerial foresight provides a strong rationale for further studies. In distinguishing eight sub-components of foresight, and developing a managerial foresight measurement instrument, the dissertation makes relating foresight to various research fields possible, both on individual managerial andorganizational levels. Practical implications – Managers may consider whether foresight is important to them or to their organization. Managers, practical foresight tools, foresight programs et cetera, may now be assessed and compared in terms of foresight. Originality/Value – The dissertation provides empirical evidence of the importance of managerial foresight to firm performance. It conceives and advances foresight as a distinct construct. In developing and estimating aninstrument for measuring managerial foresight, the dissertation advancesforesight into a quantitatively measurable concept