Strategic Foresight, Systems Thinking and Strategic Vision as Correlates of Organizational Competitiveness Among Selected Construction and Infrastructure Firms in the Federal Capital Territory, Abuja

The construction and infrastructure industry is very competitive, and the demands of clients, project risks, pressure to cut costs, technological advances, and competition between firms demand smart, future-focused decision making. Motivation and partnership, which are two other strategic intelligence dimensions according to Maccoby (2011) were not considered in this study. The study used a cross-sectional survey design and quantitative approach. The study surveyed all the senior strategic decision-makers in the 9 purposively selected construction and infrastructure companies in Abuja and analyzed the data with partial least squares structural equation modelling (PLS-SEM). Strategic foresight, systems thinking and strategic vision were all statistically significant and positively related to organizational competitiveness (β = 0.373, 0.270 and 0.267 respectively; p < 0.05) and accounted for 75.3 per cent of the variance. The difference in size of coefficients in the discriminant validity assessment is reported descriptively, as the three predictors had high inter-correlation (HTMT up to 0.958) and elevated collinearity (VIF up to 5.59), and do not necessarily indicate that one dimension is most important. The results indicate that strategic foresight, system thinking, and strategic vision are linked to increased competitiveness in the firms. The study suggests the following measures to bring strategic intelligence into the formalization process: Periodic vision review, integrated cross-functional planning, and periodic environmental scanning to support proactive decision-making and competitive position.