Vol 18, No 3 (2024)

Technological transitions and the associated transformation of key sectors are radically changing the entire socioeconomic system. The agricultural sector, as one of its key links, today is intensively saturated with new technologies and management innovations. For the first time, there is an opportunity to “do things completely differently,” to restore and develop both the natural and human potential of rural areas. This makes it possible to create smart industries with their dynamic chains, complex infrastructure, large-scale digital platforms and networks, implement the concept of sustainable development, and make a transition from productivism (exclusive focus on productivity) to post-productivism (a balance between ensuring economic interests are met and guaranteeing the healthy integrity of natural diversity). This article analyzes the current state of and prospects for China’s agricultural sector from the point of view of two levels – “top-down” (state initiatives) and “bottom-up” (inputs of product manufacturers identified during a regional Foresight project, but apparently characteristic for most Chinese rural areas). The key limiting force in the development of the concepts under consideration is the too slow process of building human capital with residents living directly in rural areas and the development of related sectors in said areas.

Small and medium-sized businesses make a significant contribution to the national GDP in both developed and developing countries. It is a constant focus of research; transformation processes take place here, which can affect a variety of socioeconomic aspects. In recent decades, open innovation and digital transformation have emerged as the emerging drivers encouraging companies to transform their business models. Their skillful combination allows players to move into a qualitatively different category. For small and medium-sized businesses, both new opportunities and complex challenges arise, which require a certain level of training and competencies.

Using the example of Indonesian business, this article analyzes these processes and their effects in the form of natural flows of information, ideas, knowledge, and other resources. The pitfalls of open innovation are revealed. This study enriches the information and empirical base on the creative impact of open innovation on MSMEs and its enhancing effects of communication on digital platforms.

Foresight researchers, like other professional communities, are moving toward more sophisticated theories and practices that address complex problems at new levels, requiring a holistic view of complex social, economic, technological, and environmental systems. There is an emerging need to understand the nature of complex systems in order to develop appropriate thinking beyond established notions of the nature of capabilities. The heterogeneous ability to absorb new knowledge has led to the emergence in Foresight research circles of a philosophical division between a relatively narrow (in the logic of corporate strategies) and a more holistic, transformative view of the future. This article assesses the extent of this division and the dynamics of its change through a sample analysis of the practices of the world’s leading Foresight centers. An overview of their philosophies, concepts and practices is presented, and the degree of readiness for a systemic approach through the prism of the five dimensions of Foresight is assessed.

The study reveals a not so obvious trend - many centers understand the value and effectiveness of systems theory for solving contemporary problems in an increasingly complex context and are introducing “systemic” components into their philosophy. However, there are difficulties in synthesizing the rational and irrational aspects in strategic thinking that are embedded in historical and cognitive dimensions. Overcoming this cognitive dichotomy allows Foresight practitioners to “see the future far, deep and inclusive in its wholeness”, and gain a more accurate picture of what is coming and understand how to proactively prepare for it.

The topic of nurturing specific entrepreneurial human capital acquires new relevance as the prospects for economic development in a changing context are associated with it. Relying on a solid base of knowledge, competencies, and progressive tools would allow young professionals to produce decent results in complex entrepreneurial ecosystems. Consequently, close attention is paid to the content of entrepreneurial education.

This article analyzes the dynamics of the emerging research landscape regarding entrepreneurial education. The new context calls for a revision and adjustment of training programs based on many factors. The most common topics of discussion are the following: the transition from formal to creative, hybrid learning that combines different formats and learning styles, the holistic study of the contradictory nature of innovation processes, and the development of entrepreneurial thinking and behavior through previously untouched deep cognitive dimensions. The case of the Kalasalingam Academy of Research and Education (KARE) in India on training entrepreneurs and their adaptation to entrepreneurial ecosystems of different levels and complexity is presented.

This study integrates the Reverse Cycle Strategy (RCS) framework within circular business model innovation, focusing on sugarcane agribusiness as part of an innovative foresight study. Employing a qualitative method, the research utilizes the Business Model Canvas (BMC) to visually articulate and analyze business operations, interactions, and the impact of the RCS’s ten principles (10R). These principles aim to facilitate a transition from linear to circular business practices, encompassing R0 – Refuse, R1 – Rethink, R2 – Reduce, R3 – Reuse, R4 – Repair, R5 – Refurbish, R6 – Remanufacture, R7 – Repurpose, R8 – Recycle, and R9 – Recover. The findings reveal that incorporating the full spectrum of the RCS enhances the business models’ circularity and significantly influences sustainability outcomes. Unlike previous studies focusing on one to three RCS principles, this research demonstrates that a holistic approach can lead to more substantial environmental and operational improvements. This study offers a robust model for practitioners implementing sustainable business practices under the auspices of the circular economy paradigm.