Publications

This study applies neo-institutional theory and dynamic capability theory to an aerospace multinational case study for examining how firms can plan for eco-innovation through strategic foresight and how such planning shapes and is shaped by the institutional environment. The findings show that strategic foresight enables organisations to interpret institutional pressures and reconfigure dynamic capabilities to support eco-innovation. To ensure coherence and continuity, multinational enterprises (MNEs) should assign responsibility for eco-innovation to a dedicated unit, supported by collaboration across internal divisions and with customers. Foresight activities guide the introduction of eco-innovation initiatives and embed them into the daily operations of all units. Overall, this case study shows how policymaking processes, design dynamics, and societal demands can motivate an MNE to integrate eco-innovation across its organisation and clarifies the central role of strategic foresight. Large firms are shown to be pivotal actors in eco-innovation, influencing change within their internal units and across the entire value chain.

Keywords

Eco-innovation; Foresight; Multinational; Institutional theory; Dynamic capabilities

Gagné, C., Veilleux, S., Armellini, F., Maine, E., Lalonde, C. et Beaudry, C. (2026). Multinational enterprises and strategic foresight: The path to eco-innovation. Technovation, 156.