Barriers to developing futures literacy in organisations
Section snippets
Introduction: is futures literacy relevant for organisations?
In rapidly changing markets, it is becoming increasingly challenging for organisations to maintain their competitive advantage. In a historical perspective, Barney’s (1991) resource-based view contributes to the understanding of how organisations’ internal structures and performances are configured uniquely to achieve and sustain competitive advantages. These resources translate into competitive advantages if they are valuable, rare, inimitable and non-substitutable. However, the resource-based
Literature review
Sections 2.1 and 2.2 explore barriers to anticipation-for-the-future in organisations through literature reviews. Each barrier is marked in italics. Section 2.3 synthesises expected barriers for developing futures literacy in organisations and subjoins a retrospective single-case study, where the futures literacy framework was introduced in and evaluated by an organisation, and Section 2.4 discusses the findings.
Concluding remarks
As futures literacy may have significant value for organisations (Miller, 2018), exploring how to introduce futures literacy and what barriers organisations might face in this endeavour is of critical importance. This paper seeks to shed light on some of the expected barriers one is likely to face, so futures and foresight practitioners can adjust accordingly and provide better learning environments for developing futures literacy in organisations. A departure was taken in the questioning of
Acknowledgements
The resources allocated to write this article is financed by the Copenhagen Institute for Futures Studies. This work did not receive any specific grants from funding agencies in the public, commercial or not-for-profit sectors.
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