Participation in inter-organisational collaborative open foresight: A matter of culture

Foresight at the fuzzy front end of the innovation process has become a widespread managerial practice to increase innovation capacity. Nevertheless, conducting foresight by focusing exclusively on internal know-how and capabilities might inhibit companies from maximising the full potential of this managerial practice. Therefore, opening up companies’ boundaries to look into the long term future jointly with other organisations and to share knowledge on possible future developments, is proposed as a promising approach against these limitations. Before committing to inter-organisational collaborations like collaborative open foresight, it is important to analyse whether the company possesses the necessary prerequisites. Findings from adjacent areas indicate that organisational culture and its influence on a company’s openness to engage in open approaches is an important precondition. So far, no clear evidence of a culture fostering openness for open foresight has yet been presented. Based on two in-depth case studies applying the Competing Values Framework for (organisational) culture analysis we identify cultural values that foster or inhibit openness: (1) A corporate culture characterised by a clan culture and adhocracy culture is fostering openness, whereas (2) a market and hierarchy culture inhibits openness for open foresight participation.