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This paper aims to discuss the dynamic interactions among knowledge management, strategic foresight and emerging technologies, resulting in a framework that can help companies to shape these interactions for achieving positive outcomes.

This conceptual paper is based on prior literature streams, which were interrelated through an abductive research process. This iterative conceptualization approach led to the formation of testable propositions that advance the understanding on the interactions among knowledge management, strategic foresight and emerging technologies.

The framework demonstrates the existence of an actions cycle between strategic foresight and knowledge management through a constructivist perspective, where one can improve the other. These interactions can be useful both for the development of emerging technologies and for identifying these innovations in market that can be applied in companies. Hence, all these dynamic interactions do not point to a hegemonic relationship of one construct over the others, but for the value equality among them.

Although current literature points to the existence of relationships among knowledge management, strategic foresight and emerging technologies, the dynamism inherent in these interactions as well as their positive effects for companies’ results are not properly discussed. This paper fills such a gap and proposes directions for future research.

The purpose of this paper is to understand how illusion of control (IOC) can affect the implementation of formal processes of environmental scanning in organizations.

Based on the proposed research question, an exploratory study was chosen, which could collaborate with future studies. There were conducted three semi-structured interviews with CEOs working in medium/large technology companies.

Behavioral traits were identified—such as overconfidence and underestimation of risks—which are directly related to the IOC’s theory. The belief that there is no added value to the company in adopting organizational strategic processes—such as environmental scanning—answers the research question and contributes to the development of new studies.

This study has as limitation the fact that it proposed the interviews to an inexpressive number of respondents, exclusively with the intention to explore better the relation between the IOC and the formal processes of environmental scanning.

This research advances the understanding of the difficulty in adopting formal environmental scanning practices in organizations. It can also help understand the motivations of executives for adopting (or not adopting) such practices. Finally, it is possible to know and understand the individual approach to environmental scanning, as well as its limitations.

This research discusses the themes of IOC and environmental scanning, demonstrating how cognitive factors can affect strategic decision making in an organization. Although the IOC is well-developed in the field of psychology, it can be very helpful in understanding business management and executive behavior.

This is a story of collective resilience. In a two-week task force, our group of Associate Professors created the SOS-MSME project, an advisory network to support Micro, Small and Medium Enterprises suffering the impacts of the COVID-19 pandemic. Almost 1,000 people, including staff, students from different university, faculties, alumni, and professionals from the community engaged in this project supporting more than 200 entrepreneurs. It has helped our community, but also ourselves generating a new challenging academic path integrating service, research and teaching.

Instigated by the trend of collaborative economics, taking into consideration the particularities pointed out by Simis (2015), such as a new social, economic and technological scenario, this paper aims to identify which factors serve as motivators for collaboration among the technologies of this scenario.

In this paper, the authors analyzed Waze, an application that works based on traffic information made available by the users of the platform. For the development of this qualitative work, aspects that served as the basis for the interview script applied were classified into three different categories: utilization, personal values and gamification; the latter being an important aspect for collaboration in the application in question. Two distinct groups were interviewed; one of regular users of Waze, and the other of advanced users, who also work voluntarily in the maintenance of the app.

The results indicate that personal values are determinant factors for both groups; however, there are distinct incentives for the different users interviewed, like reciprocity, altruism and empathy. The first one is an important aspect to share information by the regular users, while the other ones are characteristics advanced users.

The study presents some limitations in terms of the restricted group and focus on only one of the many collaborative technological social, as well as lacking on-site analysis of the use of Waze.

This is a valid research when taking into consideration studies that approach the app Waze, as the issues explored in this paper are new in the academic studies considering previous app’s analyses that are related to functionality.

The results presented in this study help to understand the current relationship between sharing economy and the technology provided to those who use these platforms.

This research opens the horizon for future studies applied on other collaborative technological user platforms, to see if the results would be similar and construct a user journey in relation to information sharing through experimental monitoring.