Permanent record · RIR–3022
Evaluating Longitudinal Impacts of Collaborative Foresight Processes on Organizational Strategy and Decision Making
Collaborative foresight is increasingly used to navigate complex futures, yet its long-term impact remains under-researched. This study proposes an empirical evaluation of how collaborative foresight exercises influence strategic outcomes over time.
To what extent do collaborative foresight processes measurably influence long-term strategic decision-making in complex organizations?
Knowledge gap
What remains worth asking
It remains useful to test whether collaborative foresight leads to tangible shifts in strategic direction or if its impact is primarily limited to participant engagement.
Potential contribution
Why it may matter
This research would provide evidence-based justification for the resource investment required for collaborative foresight initiatives.
Academic placement
OECD fields and topic tags
Scope: Large organizations utilizing collaborative foresight for strategic planning. · Method signals: Longitudinal Case Study, Qualitative Interviews
Possible study pathways
One question, different levels
Practical application of foresight evaluation tools.
Methodological development of impact assessment frameworks.
Advanced theoretical inquiry into foresight efficacy.
Qualification signal
78/100
- Requires access to organizational strategic planning cycles.
- Focus on the distinction between process engagement and strategic outcome.
- Open-access scholarly source and DOI metadata verified
Provenance
Research Idea Registry curation
- DOI and bibliographic metadata independently resolved
- Open-access status verified
- The research direction is transparently marked as AI-inferred
APA 7 source
Paasi, J., Valkokari, K., & Suominen, A. (2026). Collaborative foresight: Major research trajectories and future research agenda. Futures, 177, 103784. https://doi.org/10.1016/j.futures.2026.103784
Paper abstract and discussion context; AI-inferred direction
Open source ↗