Abstract

The prepared paper explains the essence of foresight research and shows the potential of building a common future on the basis of vision created by numerous, grass-roots stakeholders. It seems that preparing a vision on the specific area of activity is supported and should not give rise to any special problems, as long as the effects of scientific work and the so-called “good practices” are used. However, the social area, and, specifically, the lack of involvement, the imperfect system of informing about the potential possibilities of providing support, influence games or the lack of interest, combined with selective view of the conditions of execution of common vision, make it difficult, or even impossible to execute the developed future scenarios. The grass-root approach faces the guidelines specified in international documents, local strategies and legal regulations. The state and regional authorities make attempts to support initiatives by founding business environment institutions. However, their activity is poorly recognizable and the provided information is assessed as poor. These findings lead to a conclusion that the integration of activities related to the creation of common future is real with the application of the foresight approach and with the support of local authorities, provided that it faces no significant communication barriers. The results of the analysis revealed that the reasons for shunning knowledge are not necessarily related to poor judgment. Actually, stakeholders protect the current relations from attempts to make other things important, from giving voice to others and from other methods of activity. To reach for new knowledge, additional impulses (e.g. emotional) are required. Such desires cannot be stimulated only individually and provoked by the way of communicating with new knowledge.

Keywords: foresight, common vision, communication with stakeholders, integration.

JEL Classification: J26, J32, J55.

Cite as: Wyrwicka, M. K., & Erdeli, O. (2018). Strategic foresight as the methodology of preparing innovation activities. Marketing and Management of Innovations, 2, 339-350. https://doi.org/10.21272/mmi.2018.2-26

This work is licensed under a Creative Commons Attribution 4.0 International License

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