Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:
influences on future-oriented technology analysis, Technology analysis & Strategic management, 24:8, 753-767, DOI: 10.1080/09537325.2012.715477 To link to this article:
Terms & Conditions of access and use can be found at http://www. tandfonline. com/page/termsanndconditions Technology analysis & Strategic management Vol. 24, No.
These invade both the qualitative and quantitative information co-joined to create outcomes for policy and management in all the STEEPV (Social, Technological, Economic, Ecology, Politics andvalues and Norms) themes.
and the need for disaster management have been assessed? How would the possible social and political consequences have been assessed?
FTA is related to operations management. It was in that field that Meredith et al. 1989) developed the two-dimensional framework shown in Figure 1. Meredith's notions can help FTA practitioners'position methods to guide their role and use.
's philosophical review described methods useful in operations management. It is appealing, because of its practical compactness,
He has wide experience in the management of corporate developmment energy matters and of corporate venturing to create new high technology businesses,
Technology analysis & Strategic management 24, no. 8: September, 817 40. Casti, J. L. 2010. Mood matters:
Journal of Operations Management 8, no. 4: 297 326. Popper, R. 2008. How are selected foresight methods.
Management Learning, Sage Journals Online First, doi: 10.1177/1350507612443208, April 30, http://mlq. sagepub. com/(accessed May 31, 2012.
Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:
lessons from the sociology of expectations, Technology analysis & Strategic management, 24:8, 769-782, DOI: 10.1080/09537325.2012.715478 To link to this article:
Terms & Conditions of access and use can be found at http://www. tandfonline. com/page/termsanndconditions Technology analysis & Strategic management Vol. 24, No.
The special issue of Technology analysis & Strategic management in 2008 provides a good overview of these intended benefits.
Technology analysis & Strategic management 18, nos. 3 4: 299 311. Berube, D. M. 2006. Nanohype: The truth behind the nanotechnology buzz.
Technology analysis & Strategic management 18, nos. 3 4: 285 98. Braun, E. 1995. Futile progress: Technology's empty promise.
Technology analysis & Strategic management 15, no. 1: 3 18. Cagnin, C.,D. Loveridge, and O. Saritas. 2011.
Insights from the FORLEARN mutual learning process, Technology analysis & Strategic management 20, no. 3: 369 87. Dierkes, M.,U. Hoffmann,
Technology analysis & Strategic management 18, nos. 3 4: 361 74. Eerola, A, . and I. Miles. 2011.
Technology analysis & Strategic management 20, no. 3: 267 9. Havas, A. 2003. Evolving foresight in a small transition economy.
Journal of Product innovation Management 18, no. 1: 39 50. Könnölä, T.,V. Brummer, and A. Salo. 2007.
Technology analysis & Strategic management 18, nos. 3 4: 429 44. Kuusi, O, . and M. Meyer. 2002.
Technology analysis & Strategic management 13, no. 4: 533 53. Rip A, . and R. Kemp. 1998. Technological change.
Technology analysis & Strategic management 20, no. 3: 337 49. Salo, A a. 2001. Incentives in technology foresight. International Journal of Technology management 21, nos. 7 8: 694 710.
Technology analysis & Strategic management 18, nos. 3 4: 345 59. Unruh, G. C. 2000. Understanding carbon lock in.
Technology analysis & Strategic management 22, no. 6: 693 709. Van't Klooster, S. A, . and Van Asselt, M. B. A. 2011.
Research Management 30, no. 5: 13 19. Downloaded by University of Bucharest at 05:02 03 december 2014
Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:
matching environmental uncertainty Riccardo Vecchiato a a Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Milan, Italy Published online:
matching environmental uncertainty, Technology analysis & Strategic management, 24:8, 783-796, DOI: 10.1080/09537325.2012.715487 To link to this article:
Terms & Conditions of access and use can be found at http://www. tandfonline. com/page/termsanndconditions Technology analysis & Strategic management Vol. 24, No.
matching environmental uncertainty Riccardo Vecchiato*Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Milan, Italy This paper explores how strategic decision-makers select
strategic management Introduction The strategic management literature (Hofer and Schendel 1978; Miles and Snow 1978; Teece 2007) and the organisation theory literature (Dill 1958;
how do managers design their strategic foresight approach in different environments and thus under different conditions of uncertainty?
because the role of anticipatory actions is a key issue in literature on strategic management (Ansoff 1991;
Environmental uncertainty and strategic foresight Conceptualisation of environmental uncertainty Early conceptualisations of uncertainty go back to pioneering management scholars such as Knight (1921) and March and Simon (1958),
and this instability creates uncertainty for rationally bounded managers who are not able to fully collect, process,
when managers lack accurate information Downloaded by University of Bucharest at 05:03 03 december 2014 Strategic foresight 785 about organisations, activities,
and refers to managers'inability to predict what the consequences of drivers of change will be on their organisations (e g. will customers switch from a traditional product fuel-based car to an innovative one hybrid car?).
The strategic management theory expands the concept of task environment by defining the broader concept of business micro environment
how do managers design their strategic foresight approach in different environments and thus under different conditions of uncertainty?
and the selected firms, including historical annual reports, financial analysts'reports, conference presentations by top managers,
Third, we interviewed a sample of senior and mid-level managers in particular, the heads of the organisational unit in charge of foresight activities.
and strategic management produced the conceptual framework that we illustrate in the following sections. Matching strategic foresight with environmental uncertainty:
which progresssivel links macro drivers of change with specific management objectives and business issues. The outputs from foresight activities provide a wide basis of information which explores longaan medium-term changes in customers'needs and lifestyles,
which the top management decided to endorse by establishing a new brand and a subsidiary start-up.
These different pieces of insight are matched finally through an interactive process that brings the social researchers from Philips Design and the technologists from Philips Research together with the business managers from all the product divisions of the company.
So far, scholars in strategic management have unexplored left a key issue of environmental change: this regards the impact of drivers of change on the identity of the main activities of the value chain and the main components of the business (micro) environment, that is, rivals, suppliers, customers, substitute products,
Daimler's managers could be quite confident as well of the main activities of the value chain for example, assembly of components and production and distribution of cars and the main markets industrialised and emerging countries.
Managers at BASF and Daimler could be quite confident about the key decisions they would have to make in the next 20 years or even more
First, these techniques allowed managers to think about the alternative evolutions of drivers of change (state uncertainty) in an organic and systematic way.
Second, they allowed managers to exploit effectively what they already knew (and needed to know) about the boundaries of their business.
because they helped managers focus on emerging forces of change. Scenarios provided an organic framework for thinking about how these forces could develop in the next 10 or 20 years.
managers at Philips and Siemens had to address the crucial task of identifying the new boundaries of their business.
which help managers to figure out the (new) identity of the main components of the business micro environment and the new activities (and products and services) of the value chain.
A senior manager of Philips emphasised In our business foresight must address an essential prerequisite before using traditional techniques like scenarios:
and EIRMA (European Industrial research Management Association) in the European union. 2. A significant number of managers of the firms we studied pointed out that they had great difficulty in finding
Downloaded by University of Bucharest at 05:03 03 december 2014 Strategic foresight 795 Notes on contributor Riccardo Vecchiato is Assistant professor at the Department of Management, Economics and Industrial Engineering of Politecnico di Milano
His main research fields are foresight methodologies and strategic management of technology and innovation. He has presented on these themes at international conferences
and published in international journals such astechnological Forecasting and Social Change, Technology analysis and Strategic management, and International Journal of Foresight and Innovation policy.
'Reconsidering the basic premises of strategic management. Strategic management Journal 12, no. 6: 449 61. Becker, P. 2002.
Corporate foresight in Europe: A first overview. RTD K-2 Scientific and Technological foresight, Brussels: European commission.
Technology analysis & Strategic management 20, no. 3: 267 9. Christensen, C. M. 1997. The innovator's dilemma.
Technology analysis & Strategic management 20, no. 3: 369 87. Daheim, D, . and G. Uerz. 2008. Corporate foresight in Europe:
Technology analysis & Strategic management 20, no. 3: 321 36. Day, G. S, . and P. J. H. Schoemaker. 2006.
Academy of Management Review 14, no. 4: 532 50. Eisenhardt, K. M, . and M. E. Graebner. 2007.
Academy of Management Journal 50, no. 1: 25 32. Fahey, L, . and R. Randall. 1998.
Strategic management Journal 24, no. 6: 491 517. Hambrick, D c. 1982. Environmental scanning and organizational strategy. Strategic management Journal 3, no. 2: 159 74.
Hamel, G. 2000. Leading the revolution. Boston, MA: Harvard Business school Press. van der Heijden, K. 1996.
Technology analysis & Strategic management 7, no. 2: 139 68. Downloaded by University of Bucharest at 05:03 03 december 2014 796 R. Vecchiato Mendonça, S m. P. Cunha, J. Kaivo-oja,
Technology analysis & Strategic management 21, no. 3: 285 9. Miles, R. E, . and C. C. Snow. 1978.
Academy of Management Review 12, no. 1: 133 43. Mintzberg, H. 1990. The design school:
Reconsidering the basic premises of strategic management. Strategic management Journal 11, no. 3: 171 95. Porter, A l.,B. Ashton, G. Clar, J. F. Coates, K. Cuhls, S w. Cunningham, K. Ducatel, et al. 2004.
Technology futures analysis: Toward integration of the field and new methods. Technological forecasting and Social Change 71, no. 3: 287 303.
Technology analysis & Strategic management 13, no. 4: 533 53. Rigby, D. 2001. Management tools and techniques: A survey.
California Management Review 4, no. 2: 139 60. Rollwagen, I.,J. Hofmann, and S. Schneider. 2008.
Improving the business impact of foresight. Technology analysis & Strategic management 20, no. 3: 337 49. Roveda, C, . and R. Vecchiato. 2008.
Foresight and innovation in the context of industrial clusters: The case of some Italian districts.
Strategic management Journal 28, no. 13: 1319 50. Thompson, J. D. 1967. Organizations in action. Newyork:
Strategic management Journal 21, nos. 10 11: 1147 61. Tsoukas, H, . and J. Shepherd. 2004. Introduction:
In Managing the future: Foresight in the knowledge economy, ed. H. Tsoukas and J. Shepherd, 1 19.
Technology analysis & Strategic management 22, no. 1: 99 112. Vecchiato, R, . and C. Roveda. 2010b. Strategic foresight in corporate organizations:
Strategic management Journal 27, no. 10: 981 98. Yin, R. K. 2003. Case study research: Design and methods. 3rd ed. Newbury Park, CA:
Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:
Centre, Institute for Prospective and Technological Studies (IPTS), Seville, Spain b Center for Strategic Studies and Management (CGEE), SCN Quadra 2, Bloco A, Ed. Corporate
Cristiano Cagnin & Denis Loveridge (2012) A framework, with embedded FTA, to enable business networks to evolve towards sustainable development, Technology analysis & Strategic management, 24:8, 797-820, DOI:
Terms & Conditions of access and use can be found at http://www. tandfonline. com/page/termsanndconditions Downloaded by University of Bucharest at 05:04 03 december 2014 Technology analysis & Strategic management Vol. 24
bcenter for Strategic Studies and Management (CGEE), SCN Quadra 2, Bloco A, Ed. Corporate Financial center, 11 andar, Sala 1102, CEP 70712-900, Brazil;
management framework and path to sustainable development; dialogue and interaction; disruptive and transformative change; FTA and complex ecosystems 1. Introduction Future-oriented technology analysis (FTA) thinking is used in an explanation
Embedding FTA within the proposed management dynamic framework enables business networks to develop their sympoietic system capability, through interactions and inclusive dialogue,
Hence, business sustainability evolves from the linear concept of a value chain introduced by Porter (1985) or the current paradigm of supply chain management or value nets (Bovet and Martha 2000a, 2000b, 2000c, 2000d, 2000e.
To do so, the research outlined in this paper builds upon a critical view of value creation and competitive advantage in both supply chain management and corporate social responsibility (CSR.
both supply chain management and CSR use financial rhetoric (e g. social, ethical and environmental) embedded in shareholder logic.
The proposed management framework and the roles that FTA can play are introduced then comparing networks to complex sympoietic systems.
to compose management approaches. These seek to support firms while they implement monitoring and reporting of the activities that each enterprise believes are needed to achieve an enhanced triple-bottom-line business performance.
PDCA cycle and Life-cycle Management system analysis ISO 14001 AA 1000 SIGMA Decide to be in business Environmental policy definition P Design the business Objective
Management approach: supporting a company's selection among the underlying possibilities of improvement so that it can shape a strategy to achieve the desired vision of sustainable development
3. 2. Basis for the management framework and roles that FTA can play The proposed management framework aims to support the achievement of a business with aligned socioeconomic environmental performance across its network that helps firms develop a participaativ process throughout to shape a common vision of sustainable development
The management framework is also based on a broad management system that can be applied to any business, based on the PDCA cycle.
Nevertheless, the learning process (a feature of foresight) embedded in the proposed framework differs from the one entrenched in other management tools (Appendix 2) as learning also occurs according to the capabilities accumulated within the systems'operation.
Embedding this form of dialogue in the proposed management framework improves the ways in which stakeholders are perceived by one another
The broad stages of this management framework are described in Appendix 4, which includes the need for an inclusive dialogue approach with all stakeholders in the network with FTA permeating all processes:
Management system FTA roles Decide to be in business FTA supports mutual learning and shared understanding of network actors'views and feelings as well as of risks, opportunities, system capabilities and dynamic changes, all of
management directives and cost of accidents and impacts-No processes or controls in place and no support from leadership/senior management-Success depends on individual efforts;
change factors as an unpredictable serendipity-Sustainability functionally isolated; firm's main objective is to gain capital efficiency-Objectives only partly known-Systematisation of existing practices-Objectives identified
reward systems-Dialogue and conversations lead to individual discovery/learning-Teams Share experiences-Self-managing teamwork, high-performance teams in the net-Inclusive dialogue and active participation
environmental and social performance along the network. 4. Management framework The proposed management framework emphasises the creative aspect of living systems where FTA is key to enable the kind of dialogue
such as those that are believed to be ingrained in the management framework proposed. The information and knowledge which are shared throughout the business networks can lead to the networks'adaptation and evolution,
The adaptive management framework developed (Table 4) can help corporations embed their social and environmental responsibilities in their products and services and throughout their networrks Simultaneously,
The latter shows some of the management tools currently in use and places the management framework at the top of the figure for comparison.
FTA is embedded in the management framework to facilitate inclusive dialogue across the network, enabling actors to anticipate
Hence, embedding FTA within the proposed management framework enables a network to develop its sympoietic system capability:
to enable business networks 811 Table 4. Business sustainability management framework. s e i t i v i t C a-b U s s e i t
This shall be enabled by the proposed management framework. However, both governments and firms should take part of the responsibility for educating society
and practice in RTDI (Research, Technollogy Development and Innovation), business strategy and sustainability, environment management, cleaner production and foresight.
He has wide experience in the management of corporate development, energy matters and corporate venturing to create new high-technology businesses,
Supply Chain Management Review, 4, no. 2: 85 91. Bovet, D. M, . and J. A. Martha. 2000c.
Harvard Management Update 5, no. 6, Guest Column. Bovet, D. M, . and J. A. Martha. 2000d.
Strategic management. Journal of Business strategy, 21, no. 4: 24 8. Brinch-Pedersen, M. 2003. The Nordic case of partnerships in an international context.
Engineering Management Journal 11, no. 1: 7 14. Entovation International. 2004. The characteristics of 5th generation management. http://www. entovation. com/assessment/fifthgen. htm (accessed December 2004.
Fell, L, . and D. Russel. 1994. An introduction to‘Maturana's'biology. In Seized by agreement,
Project management process maturity (PM) 2 model. Journal of Management in Engineering, 18, no. 3: 150 5. Larsen, A. H. 2003.
Finding and re-finding transparency at Aarstiderne. In Corporate values and responsibility the case of Denmark, ed. M. Morsing and C. Thyssen, 1st ed.,155 62.
Nursing Management 21, no. 4: 33 38. Porter, M. E. 1980. Competitive strategy: Techniques for analysing industries and competitors.
Strategic management Journal 12 (S2), 95 117. Porter, M. E. 1997. What is strategy? Harvard Business Review, 61 78.
Pilot Draft, SIGMA Project Management Team. http://www. projectsigma. co. uk/Guidelines/default. asp (accessed January 2004) Tuomi, I. 2011.
Integrated performance management: Adding a new dimension. Management Decision 41, no. 8: 782 90. von Zedtwitz, M. 2002.
Organizational learning through post-project reviews in R&d. R&d Management 32, no. 3: 255 68.
Zohar, D. 1990. O Ser Quântico: Uma Visão Revolucionária da Naureza Humana e da Consciência Baseada na Nova Física.
NS GSPSR NS GSPSR GSPSR KCGCB GSPSR KCGCB SIGMA KCGCB SIGMA SRI SIGMA SRI SRI Vision Actions Behaviours Proposed management
(mgmt) framework Operations Management tools/Systems/Frameworks Proposed Proposed Proposed Proposed Proposed Proposed Management Management Management Mgmt Mgmt Mgmt Behaviours/Actions Operations
to enable business networks 819 Appendix 4. Business broad management system Stages PDCA Cycle Meaning Stakeholders Participation Based on Inclusive Dialogue
and D. Loveridge Appendix 5. Management framework in context Downloaded by University of Bucharest at 05:04 03 december 2014
The assessment was used to assist the IA leads in portfolio management activities. The visualization contained very detailed (and thus proprietary) information,
but that different approaches offer different perspectives and levels of detail that can each be of benefit to the analyst or manager.
Nabeel holds a Master's degree in Management of Technology (MOT) from the Anderson Schools of Management at the University of New mexico.
Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:
constructing organisational capacities in roadmapping projects at VTT Technical research Centre of Finland, Technology analysis & Strategic management, 24:8, 821-841, DOI:
Terms & Conditions of access and use can be found at http://www. tandfonline. com/page/termsanndconditions Downloaded by University of Bucharest at 05:05 03 december 2014 Technology analysis & Strategic management Vol. 24
We use a notion of process-based roadmapping that widens the horizons of traditional technology roadmapping in such directions as visionary strategic management, network building and development,
During the workshops in 2009, some 30 VTT researchers and management representatives built shared understanding of the field.
Another example is the notion of comprehensive equipment management which would transparently integrate planning, logistics,
and knowledge spaces 839 The article created insights for managing systemic entities, such as organisations or companies, in systemic environments.
Managing the complex trade-offs between the properties of the strategic landscape and the time frame being considered.
Management of foresight portfolio: Analysis of modular foresight projects at contract research organization. Technological Analysis & Strategic management 21, no 3: 381 405.
Lee, S.,andy. Park. 2005. Customization of technology roadmaps according to roadmapping purposes: Overall process and detailed modules.
Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:
Ying Guo, Tingting Ma, Alan L. Porter & Lu Huang (2012) Text mining of information resources to inform Forecasting Innovation Pathways, Technology analysis & Strategic management, 24:8, 843-861, DOI:
Terms & Conditions of access and use can be found at http://www. tandfonline. com/page/termsanndconditions Technology analysis & Strategic management Vol. 24, No.
Tingting Maa, Alan L. Porterb and Lu Huanga*aschool of Management and Economics, Beijing Institute of technology, Beijing, China;
and applying it to serve technology policy or management ends (Scapolo, Porter, and Rader 2008). Recently, Robinson (Robinson et al. 2011) has introduced the approach of‘FIP'.
'Anticipating innovation pathways can assist R&d managers as they set priorities, new product managers as they compose development teams,
and national policy-makers as they formulate infrastructures to encourage innovation. 2. Background 2. 1. Tech Mining and FTAS Bibliometrics counting activity levels and identifying patterns in R&d bibliographic records,
Clear understanding of both sets of factors offers a valuable decision aid to inform successful NEST management.
FIP aims to inform ST&I management (private sector) and policy (public sector. We are yet to evaluate whether outputs,
Tingting Ma is a Phd candidate in Management Science and Engineering, Beijing Institute of technology of China.
He and the co-authors are preparing a Second Edition of Forecasting and Management of Technology (Wiley.
R&d Management 40, no. 2: 195 208. Hekkert, M. P.,R. A a. Suurs, S. O. Negro, S. Kuhlmann,
A new tool for research policy and library management. Journal of the American Society for Information science & Technology 61, no. 9: 1871 87.
Forecasting and management of technology. 2nd ed. Newyork: Johnwiley. Shi, H.,A l. Porter, and F. A. Rossini. 1985.
Photon management to shorten the path electrons and holes needed to travel Third generation Cadmium sulphide (Cds) To improve efficiency (mainly by Quantum Dots nanotechnology) Utilisation of materials
ICT, management and globalization are common factors that would be critical to promote innovations in these areas.
ICT and infrastructure) and sociological science (e g. lifestyle and management), and it is noteworthy that they are arranged in the central part of the map,
Space and ocean management technology (including observations) a 06-A Nuclear energyb 06-D Renewable energyb 06-C Fossil energy 06-H Efficient power
the declining birth rate and aging population 11-B Management to prevent the decrease of competitiveness in the international market development of internationally competent people,
and cross-cultural cooperative management 11-C Service management, management in the education and research field, environment business management, governmental institution management 11-D Framework for facilitation
of social innovation and network building 11-E Management of humans, creation, management, and transfer of knowledge, education,
service management and social innovation are positioned near life-related areas, which indicates that innovative progress will be made in health and medical care through collaboration with ICT and management technology.
On the other hand areas related to infrastructure management and globalization (international competition and cooperation) are positioned near green-related areas,
which shows green innovation has a close relation to the international standpoint. Areas related to space and ocean sciences and materials science are positioned near the center and show no direct relation to the two potentialities of innovation:
management and globalization, should be emphasized in connection with the promotion of innovation in these two areas.
VA. National science Foundation (2005),‘Managing nano-bio-info-cogno innovations: converging technology society'',National science Foundation, Arlington, VA. Popper, R. 2008),‘How are selected foresight methods?''
Keywords Foresight, Strategic dialogue, Research policy, Stakeholder alignment, Scenario planning, Germany, Innovation, Strategic planning, Governance, Management Paper type Case study 1. The challenge of transferring foresight results Through research policy,
and measured in a management framework. They also discuss the contributions foresight can make to the management system at different stages of development (cf.
Table 3 in their paper. Specifically with respect to research policy development in Germany, Meister and Oldenburg (2008) argues that both foresight
4. conservation and management of natural resources; 5. public health; 6. social inclusion, demography and migration; and 7. global poverty and sustainable development challenges.
and reshaped management systems. Originality/value For the first time the paper presents an analysis of Russian foresight projects connected to the natural resources area and an evaluation of their influence on policy decision making.
and management of the natural resources sector. Russian companies that are active in the natural resources sector routinely display high emissions figures several times higher than in other countries.
Within the implementation of this foresight study it was realised that S&t priorities should be complemented by innovative priorities for corresponding development of the Russian management system in the field of natural resources,
the identification of innovative priorities for the development of the Russian management system. So, in Russia, three foresight projects related to the topic of natural resources were conducted.
various equipment for rescue operations and emergency situations management 66.7 1. 71 Remote monitoring techniques based on space satellite systems 62.5 1. 86 Forecasting
At the same time, the FS2 results showed that the Russian management system in the natural resources area could be more effective
Probably the only way to bridge this gap is to identify new innovation priorities for the Russian management system;
‘‘Innovation priorities''in the above study were considered to be major activities in the Russian natural resources sector's management system that would contribute to achieving the RF S&t priorities and solving the main problems in the area.
The innovation priorities until 2025 for the development of the Russian natural resources sector was developed on the basis of identification of the most important problems and challenges regarding the natural resources sector's management system and necessary conditions for S&t development.
but the results of FS2 showed (on the basis of the expert survey) that the Russian management system in the natural resources area needed to be much more effective
the results showed that the Russian management system in the natural resources area is not now really effective
and this is preventing S&t development Innovation priorities for the Russian management system in the natural resources area, which should create conditions for S&t development
and promote solving the key problems identified in the FS2 framework FS3 An identification of innovation priorities for the Russian management system in natural resources until 2030 The innovation priorities
Also, suggestions for amendments to strategic documents of RF Ministries were proposed Update of the list of innovation priorities PAGE 50 jforesight jvol. 15 NO. 1 2013 create an adequate management system for the sector.
the FS2 policy recommendations are impossible to realise without solving problems in the management system. The FS3 course identified the innovation priorities
and corresponding tasks for improving the management system the Russian natural resources sector, which would contribute to its innovation-based development
and a reshaped management system (which was our FS3). This could be the step from just informing policy to designing policy.
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011