Investigating the effects of strategic foresight on organizational performance by considering the role of organizational learning and value creation

Strategic foresight depicts the methods, actors, processes and systems needed to improve the competitive position and consequently improve organizational performance, and therefore has been considered by many organizations. In other words, by using strategic foresight capabilities, organizations can improve their performance in the face of environmental changes and the future of the organization. Therefore, the purpose of this study is to investigate the effects of strategic foresight capabilities on the performance of defensive organizations with emphasis on the important role of organizational learning and value creation. The study is a descriptive-correlational research based on structural equation. The population of the present study includes 80 experts and managers of defensive organizations that use simple random sampling method. The results of research showed that there is a positive and significant effect of strategic foresight on organizational learning, organizational learning on value creation and value creation on organizational performance. Also, organizational context and actors' mindfulness have a positive effect as a moderator on strategic foresight capabilities and organizational learning relation.