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Strategic foresight and AI readiness: mediating roles of digital transformation capability and students’ perceptions of institutional agility

Article scientifique 2026 Anglais

Résumé

Purpose The study aimed to investigate the mediating roles of digital transformation capability and students’ perceptions of institutional agility on the relationship between strategic foresight and AI readiness in higher education. Methodology/design/approach The study adopted a cross-sectional SEM analysis research design. The study targeted university students with a sample size of 311 students. The target students were selected using a convenience sampling technique. The data collection for the study was conducted using an online questionnaire designed based on the study constructs. The data collated were then analyzed using structural equation modelling (SEM) run in Amos (ver. 23) to answer the hypothesized paths. Findings The study results revealed that strategic foresight positively predicted AI readiness. Moreover, the study found that strategic foresight positively predicted digital transformation capability. In addition, the study found that digital transformation capability positively predicted AI readiness. Furthermore, the study found that digital transformation capability partially mediates the relationship between strategic foresight and AI readiness. Finally, the study found that students’ perceptions of institutional agility partially mediate the relationship between strategic foresight and AI readiness. Novelty/originality Despite the increasing number of studies on artificial intelligence, very limited concentration has been paid to how strategic foresight influences AI readiness in higher education. This study did not just establish the effect of SFO on AI_R but also identified some intervening variables in this relationship, such as DTC and SPIAG.

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Asare, B., Alija, S., Arthur, Y., Boateng, F. (2026). Strategic foresight and AI readiness: mediating roles of digital transformation capability and students’ perceptions of institutional agility. https://doi.org/10.3389/frai.2026.1928999

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Auteur(s)

Bright Asare Sadri Alija Yarhands Dissou Arthur Francis Ohene Boateng

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