@article {1327,
	title = {Kondratieff{\textquoteright}s Economic Waves and Future Scenarios Planning: an approach for organizations},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {02/2020},
	pages = {51-61},
	publisher = {Talent First Network},
	chapter = {51},
	address = {Ottawa},
	abstract = {This manuscript aims to present connections between scenario building techniques and Kondratieff{\textquoteright}s long economic waves, as a way of identifying patterns in medium and long-term planning for companies{\textquoteright} future scenarios. This essay considers two different conceptual contributions to improve forecasting on organizations taking as a departure point Kondratieff{\textquoteright}s economic waves and Schwartz{\textquoteright}s future scenario planning. Analyzing these two theoretical contributions, we concluded that the information obtained through the path of Kondratieff{\textquoteright}s waves can delineate future scenarios as a way to anticipate challenges, opportunities, and threats for organizations{\textquoteright} contingency planning. As a contribution for practitioners, considering these two approaches together enables greater performance for strategic planning of future scenarios that can be applied by organizations across a range of industries.},
	keywords = {Economic waves, foresight, Future studies, Kondratieff., Strategic Planning},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1327},
	url = {timreview.ca/article/1327},
	author = {Marcos Ferasso and Eloisio Andrey Bergamaschi}
}
@article {1374,
	title = {Using Foresight to Shape Future Expectations in Circular Economy SMEs},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {07/2020},
	pages = {42-51},
	publisher = {Talent First Network},
	chapter = {42},
	address = {Ottawa},
	abstract = {Future foresight in business plays a central role in firms\&rsquo; strategic planning, innovation, and product development activities. This is particularly true for the firms that are operating in rapidly changing business environments, in which a firm may obtain significant competitive advantages by coming up with new innovations and customer solutions. This article studies future foresight mechanisms and practices in innovative SMEs operating in circular economy\&ndash;related industries. The future demands set by legislation and regulation, consumer buying behaviour, and environmental consciousness, all have a strong impact on an SME\&rsquo;s future horizon, in which there may be prosperous business opportunities as well as several challenges. This paper presents a qualitative case study conducted on seven Finnish circular economy-oriented SMEs. The case study reveals that the SMEs in this industrial sector are quite active in foresight activities, and that they have developed a variety of practices for effectively utilizing foresight information in their product development and strategic planning activities.},
	keywords = {circular economy, foresight, innovation, PESTEL, SMEs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1374},
	url = {timreview.ca/article/1374},
	author = {Anne-Mari J{\"a}rvenp{\"a}{\"a} and Iivari Kunttu and Mikko M{\"a}ntyneva}
}
@article {1102,
	title = {Anticipating Alternative Futures for the Platform Economy},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {09/2017},
	pages = {6-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite the considerable hype around platforms, our understanding of what the platform economy means and what drivers will define future development trajectories is limited. Companies and policy makers have a great need to investigate what potential opportunities will arise from the platform economy. A shared perception of uncertainties and a strong vision are prerequisites for the development of the platform economy. In this article, we describe a systematic way to develop a resilient vision for a new platform ecosystem, both from the viewpoint of national policy makers and corporate strategy makers in the heavy engineering industry. The process uses morphological analysis for scenario development and robust portfolio modelling for creating resilient strategies. The results include a list of key uncertainties, three general scenarios (sustainable development by Europe; polarization driven by China and the United States; US-driven fast, unreliable growth) as well as steel-industry specific scenarios based on these uncertainties, elements of a resilient vision, and strategies for coping with the uncertainties described by the scenarios.},
	keywords = {foresight, morphological analysis, platform economy, platforms, portfolio modelling, resilience, scenarios, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1102},
	url = {http://timreview.ca/article/1102},
	author = {Mikko Dufva and Raija Koivisto and Leena Ilmola-Sheppard and Seija Junno}
}
