IntroductionA company’s management model reflects its managers’ choices, decisions, systems, procedures, people, and organizational structure (D'Amato, 2015). Companies nowadays are often faced with transforming their management models to cope with discontinuous change in the current hyper-competitive business landscape.

IntroductionThe adoption of Artificial Intelligence (AI) in business is accelerating. According to McKinsey, 58% of organisations embedded at least one AI capability into a process or product (Cam, 2019).

IntroductionAs the Earth’s temperatures rise, biodiversity is plummeting, soil nutrients are being lost, and the world population keeps growing. The need for fundamental changes in the agri-food sector now seems undeniable. Technological advancement has often been touted as a solution on the road to sustainability, and in recent decades the conversation has been enriched by

Future foresight in business plays a central role in firms’ 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–related industries. The future demands set by legislation and regulation, consumer buying behaviour, and environmental consciousness, all have a strong impact on an SME’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.

1. IntroductionTechnological development within tourism has enabled a change in consumer behavior, led to the emergence of new actors entering the sector along with widespread digitalization (Boksberger & Laesser, 2009; Laesser et al., 2009; Koukopoulos & Styliaras, 2013; Kubiak, 2014; Wernz et al., 2014). This, in turn, has resulted in new ways of designing businesses (Burger

I. IntroductionTen years ago, Pascal Gallo, a French researcher with a fresh doctorate in physics from Toulouse University embarked on a new journey at the Ecole Polytechnique Fédérale de Lausanne (EPFL). During his post-doctorate studies, he began the first experiments on technologies related to growing synthetic diamonds. Later, in 2015, he founded LakeDiamond, a start-up

IntroductionThe emergence of the term ‘sharing economy’ has evoked hopes for a more sustainable future, as well as fears of a rawer capitalism (Martin, 2016). In this context, the state is called upon in its capacity as regulator, who must counteract problems created by a sharing economy. Increasingly, however, the public sector is also called upon to renew and reinvent itself