Foresight and strategic governance activity are examined in an aging service provider organization. Through embedded case study, participants interpreted perceptions of foresight and its presence, practice and impact on the outcomes of short-and long-sighted vision and planning. The findings indicated that actors were aware of their own and others' motivation and varying ability to apply and use foresighted activity to see issues and solutions before administration. The study has implications for future research of other phenomena occurring in aging service provider organizations as well as other types of organizations seeking to strengthen strategy and harness the foresight potential of its members.
|Adviser||Phillip M. Randall|
|Subjects||Management; Organizational behavior; Health care management|
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