Abstract
The ability to make predictions about strategic outcomes—what we term strategic foresight—is central to most theories of competitive advantage. This paper identifies individual- and organization-level antecedents of strategic foresight by analyzing an exercise taken by 358 MBA students. Among the individual antecedents, we show that two characteristics of mental representations (namely their breadth and agreement with consensus) are positively related to strategic foresight. Comparing individual to group performance reveals that groups exhibit greater strategic foresight than do individuals. Finally, from comparing the performance of real-life groups with “statistical” groups (for which decisions are computed by averaging the predictions of individuals before they become group members), we find that the superiority of group performance is due mostly to aggregating predictions, not representations.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
