Management

Management (642)
Management framework (19)
Management system (33)
Management tool (8)
Manager (92)
Strategic management (163)
Top management (5)

Synopsis: Management:

and analysis. The process element also highlighted the importance of the management process for foresight studies

and a revisit to roadmapping and TA and the role and management of experts. In the discussion it was pointed out that the increasing complexity of the strategic approaches called for a more complex form of foresight.

e g. no innovation-oriented research programme can be sustained successfully for a longer period without skilful management.

And whether that management counts as operational or strategic key to distinguishing between flexible and adaptive options is not so easy to say.

Niche Management 25 and Transition Management 26.14 FANTASIE Forecasting and Assessment of New Transport Technologies and Systems and their Impact on the Environment,

38.20 Experiences with the approach of Transition Management have been made in Austria and in particular in The netherlands 39,26, 40.21 At the moment,

. A. Eriksson, Scenario-based methodologies for strategy development and management of change, in: M.-O. Olsson, G. Sjöstedt (Eds.

The Approach of Strategic Niche Management, Spon Press, London, 2002.26 R. Kemp, J. Rotmans, The management of the co-evolution of technical

A workbook for Strategic Niche Management University of Twente/IPTS, Enschede, 1999 Sevilla. 38 R. Hoogma, K. M. Weber, B. Elzen, Integrated long-term strategies to induce regime shifts to sustainability:

the approach of strategic niche management, in: M. Weber, J. Hemmelskamp (Eds. Towards Environmental Innovation systems, Springer, Berlin, 2005.39 K. M. Weber, K. Kubeczko, K.-H. Leitner, K. Whitelegg,

The Journey of Strategic management, Sage Publications, London, 1998.49 R. Popper, I. Miles, L. Green, From Seville to success:

and the management of multiple interfaces present in European-wide innovation policy coordination. 2. Foresight within ERA NETS The ERA NET scheme3 seeks to strengthen the coordination

Furthermore, they have different management practices as concerns the launching, monitoring and evaluation of RTD projects;

even though these were not at the nexus of the broader consultation. 3. 1. Management of multiple interfaces

Industrial leaders consisted of R&d and business managers in the forestry-related industry. They assessed the proposed research issueswith regard to their industrial relevance and suitability forww-Net.

Methodologies and selected applications Knut Blind Regulation and Innovation Competence Center Fraunhofer Institute for Systems and Innovation research, Germany Berlin University of Technology, Faculty Economics and Management

Economics and Management, Chair of Innovation Economics, VWS 2, Müller-Breslau-Str. D-10623 Berlin, Germany.

as well as the political capital invested in regulatory management systems now established in most OECD countries. Second, there is a growing interest in exploring how regulatory policies can be based more evidence

standards for quality management in general and customer satisfaction in a narrower sense must be mentioned, furthermore standards to improve data security and information systems in general.

Peta bps per optical fibre. 2011 4. 20 4. 29 2. 39 2. 14 3. 61 Widespread use of a SCM (supply chain management system to handle data

management (orders, design, manufacturing, operations, and maintenance) uniformly among related companies. 2009 3. 33 3. 14 2. 39 2. 29 3. 54 Development of a super high-speed computer communication protocol capable

This enables management of expectations and hype by which emerging S&tare characterised, and leads to alignment of actors.

Our tool can be applied in strategic management of research andr&dat the level of science-to-industry networks.

Noes have to combine‘vertical'or bottom-up management of a portfolio of research projects with‘horizontal'stimulation of science-to-industry innovation chains.

Literature in the management of innovation, expectations management and sociology-of-technology fields has stressed repeatedly that for assessments during early stages of technological emergence, more‘open-ended'

and tools for portfolio and project management. 519 D. K. R. Robinson, T. Propp/Technological forecasting & Social Change 75 (2008) 517 538 The point we make is that technological uncertainty

or which roads to support (for programme managers). A map of paths can be embedded as a central element in a support system to articulate the most robust8 strategy for research groups, start-ups and programme committees (strategic/strategy support system, SSS.

and use them to direct the portfolio of research lines within the network would be attractive (management issue 1 see Section 1). In addition,

This links up with management challenge 1 for Frontiers: creation and ongoing analysis of a portfolio of relevant research.

Looking at specifics of innovation chains addresses the management challenge 2, development and maintenance of science-toinduustr links through stimulation of innovation chains.

The next step of our project was to focus more intently on the second management issue that of innovation chains. 5. MPM-2 innovation chain dynamics Referring to the two management challenges of Frontiers,

Salient issues of the management of socio-technical aspects of this particular innovation chain were highlighted also.

strategic management of S&t; the strategy literature; the general R&d, innovattio management and management literatures; futures studies;

organization studies; the S&t policy literature; and bibliometrics, scientometrics, and patent analysis. For the conceptual developmeen of MPM, our self-set task was to integrate insights from roadmapping, dynamics of Emerging s&t and expectations,

MPM can be of use at the level of research group leaders, portfolio managers, and start-up companies.

programme managers in particular can use it to be flexible in the selection of projects into a portfolio,

The maps can be used to train programme officers/portfolio managers on anticipated issues along respective innovation chains,

enabling some sort of strategic management including decisions whether to deviate from strategies shown or go along with them.

and R&d intelligence is separate from strategic management intelligence embodied in specialized technology consultancies but both cooperate in the context of alignment exercises.

in order to further apply the management tool to see if they can gain extra insights on organizational innovation chains (as well as the technology paths),

Manag. 18 (2001) 39 50.10 R. N. Kostoff, E. Geisler, Strategic management and Implementation of Textual Data mining in Government Organizations, Technol.

in management: significance, satisfaction and suggestions for further research perspectives from Germany, Austria and Switzerland, Strateg.

Manag. 46 (2 march April 2003) 27 30.18 D. Rigby, Management tools and Techniques: A survey, Calif. Manage.

Rev. 43 (2)( Winter 2001) 139 160.19 D. Rigby, C. Gillies, Making the most of management tools and techniques:

and management relating to the dynamics of emerging nanotechnologies, where studies of expectations and paths are combined with strategy articulation tools to provide strategic intelligence for reflexive governance and management of Emerging s&t.

Tilo Propp obtained his M. A. and Phd in Socio-anthropological History. He worked in South africa on the dynamics of social development projects and science-and-technology-in-society issues and at Twente University,

'The diversity of the above areas suggests that foresight process impacts should be interpreted through the lenses of epistemology, sociology, political science, management science and organisational theory.

not only in terms of the management of health-and environment-related risks, but also in terms of ensuring sustainable development. These two‘pillars',the‘knowledge society'and‘participatory governance',can become the common framework in

Changing political circumstances and the turnover of senior foresight managers or members of foresight directorates were mentioned also as factors adversely affecting the positioning of foresight in the policymakkin arena.

d) managing uncertainty/risk; and (e) improving flexibility and complex adaptation. The factors facilitating networking are (a) enhancing organisation position and reputation;(

Foresight as a Tool for the Management of Knowledge Flows and Innovation (FORMAKIN), Final report under the TSER Programme Stage II, 2001.5 H. Cameron, L. Georghiou, M. Keenan,

Organisational Alliances, Partnerships and Networks in Management Benchmarking Study, Washington Research Evaluation Network, www. wren. network. net/resources/benchmarking. 27 J. Airaksinen, A. Haveri, Networks and hierarchies in inter-municipal co-operation.

and the concomitant requirements of the so-called new public management (accountability, transparency, efficiency and effectiveness, responsiveness, as well as forward looking);

training the future generation of researchers, engineers, managers (including R&d managers), experts, and policy-makers (among many other fields, for STI policies);

6. Further proliferation of the already existing diversity of governance and management models, and more pronounced professionalisation of university management.

There is already a wide variety of governance models (different ways and weights of involving stakeholders:

as well as management models (collegial vs. professional, and their different‘blends')36. The inherent tension between the interests, values,

The diversity of governance and management models, therefore, is likely to further proliferate, even inside the group of similar universities,

albeit modern management techniques are taught, not applied for themselves; and evaluation of the efficiency and impacts of their activities would be perceived as a burden.

They would also apply modern management techniques to improve performance, together with evaluation methods, understood as a useful tool,

the Technology barometer can be regarded as a new tool for managing strategic investments in R&d, as well as in other areas such as new skills acquisition and patents management etc.

The existence of the Technology barometer is itself a provocative approach to innovation policy futures. From Germany

Analysis for radical design Scott W. Cunningham Policy analysis Section, Faculty of technology, Policy and Management, Delft University of Technology, Postbus 5015,2600 GA Delft, The netherlands a r

One approach to the management of technological uncertainty has been to initiate the technological forecasting process only once a dominant design has emerged 3. Once a dominant design has been selected,

may contribute to the process and management of radical innovation 17,18. Radical innovation establishes a new dominant design,

and their use in managing information about complex networks is emerging 21 24. Clauset 21 for instance, provides a useful survey article on the random hierarchical graph.

Paper Presented at the Portland International Conference on Management of Engineering and Technology, Portland, 2007.2 A. De Haan, K. Mulder, Sustainable air transport:

Q. 35 (1990) 6045 6633.4 A l. Porter, A t. Roper, T. W. Mason, F. A. Rossini, J. Banks, Forecasting and Management of Technology

a conceptual basis for uncertainty management in model-based decision support, Integrated Assessment 4 (1)( 2003) 5 17.8 G. S. Altshuller, Creativity as an Exact Science

He currently works for the Faculty of technology, Policy and Management, of the Delft University of Technology,

and integrate them into the formulation of a long term management strategy for infrastructure development. We will present empirical evidence to support our claims from the experiences of implementing the RIF method in The swiss sanitation sector.

Here, foresight is geared towards‘exploration'of longer term strategies in innovation management 31. Mannermaa 22 emphasizes its role for increasing the scope of strategic alternatives

/Technological forecasting & Social Change 76 (2009) 1150 1162 integrated system-and demand-management perspective 38, p. 4. Some scenario projects show a variety of different land use

they are focused on the operation of the technical system rather than on the management of the integrated sanitation system.

the political decision making process approved this plan that first foresees an intensified collaboration of joint human resource management leading to joint ownership of facilities

. A. Wilderer, Some thoughts about future perspectives of water and wastewater management, Water Sci. Technol. 49 (5 6)( 2004) 35 37.10 T. Larsen, W. Gujer, Waste design and source control lead to flexibility in wastewater management, Water Sci.

Technol. 43 (5)( 2001) 309 318.11 J. Markard, B. Truffer, Innovation processes in large technical systems:

, J. Hertin, Foresight futures scenarios, Developing and Applying a Participative Strategic planning Tool, Greener Management International (37 Special issue on Foresighting for Development), 2002, pp. 37 52.27 G

A. Fink, O. Schlake, Scenario management: an approach to develop future potentials, Technol. Forecast. Soc.

Change 59 (2)( 1998) 111 130.64 A. Fink, O. Schlake, A. Siebe, Erfolg durch Szenario-Management:

Anja Herlyn is a scientific researcher at the Group Water Infrastucture Management at Eawag. Harald Hiessl is head of the Competence Center Sustainability and Infrastructure Systems at the German Fraunhofer Institute for Systems and Innovation research ISI and the deputy of this Institute.

Jochen Markard is a group leader for innovation system analysis and transition management at Cirus at Eawag and a lecturer at the University of Lucerne.

INNORISK project aiming at managing opportunities, risk and uncertainties in new business creation and a project related to the climate change (CES.

and autonomous vs. fixed management). The common and complemeentar features of FTA and risk assessment are discussed,

development of proactive risk assessment methodologies for different corporate risk management purposes (identiffyin the vulnerability of corporate and process actions, managing the risks in occupational, industrial and environmental safety, managing business risks, etc.),

Altogether, a substantial shift away from the fixed modelling and management towards more contingent and participatory approaches has taken place in all FTA areas.

Currently, different safety management standards guide the implementation of industrial safety at the plant level, e g.

The sociological approach to organisational management suggests that vulnerabilities are part of the natural logics of the corporate life 39

The aim was to study the possibilities of proactive risk assessment and management of critical infrastructures based on the integration of risk assessment and scenario development methods.

The project states that a good modelling tool would help to model the future interdependencies supported by an integration of the scenario work and the systematic risk assessment. 3. 2. Managing opportunities,

/Technological forecasting & Social Change 76 (2009) 1163 1176 The INNORISK Managing opportunities, risks and uncertainties project is a 3-year (2006 2009) joint research project between the Corporate Foresight

and management of future uncertainties and risks in companies that are giving rise to new business 29.

Dominating feature in all cases has been that the top management of the companies has been involved actively in the development processes.

Risk assessment procedure in CES is designed on the basis of brainstorming sessions between power plant operators and managers as well as climate change experts.

whereas more autonomous method management and broader participation were used in the INNORISK context. Fig. 4. Case projects positioned in view of the dimensions of outcomes (informative vs. instrumental), future perspectives (consensual vs. diverse) and in the coordinate system of stakeholder engagement (extensive vs. exclusive) and management

(autonomous vs. fixed. 1170 R. Koivisto et al.//Technological forecasting & Social Change 76 (2009) 1163 1176 The positioning of the case projects in the Fig. 4 can be explained by the types of projects:

Fixed vs. autonomous management o Fixed management can be characterised as centralised approach in which co-ordinators fix the scope and methods of the exercise at the outset and control the process,

which is often the case for example in Delphi exercises. o Autonomous management, in turn, refers to the process intermediated by the co-ordinators,

and to create knowledge to help decision making in defining management strategies concerning the changes the future may cause.

Risk assessment and management will benefit from the FTA APPROACH by gaining more holistic viewpoints. Due to the need of developing more holistic risk management processes responding the continuous change,

Management of foresight portfolio: analysis of modular foresight projects at contract research organisation. Technology analysis & Strategic management 21 (3)( 2009) 381 405.3 R. Smits, S. Kuhlmann, The rise of systemic instruments in innovation policy, Int. J. Foresight Innov.

Policy 1 (1)( 2004) 4 32.4 K. Smith, Innovation as a systemic phenomenon: rethinking the role of policy, Enterp.

From fixed modelling and management towards more contingent and participatory approaches. 1174 R. Koivisto et al./

Technology assessment for managers, Routledge, London, 1998.12 R. Fairman, C. D. Mead, P. W. Williams, Environmental risk assessment approaches, experience and information sources, European Environment

Hyg. 22 (1979) 327 370.16 British Standard (BS), BS 8800, Occupational Health and Safety Management systems Guide, Health and Safety Executive, 2004.17 OHSAS

18001, Occupational Health and Safety Management systems. Specification, British Standards Institution, London, UK, 1999.18 International organization for Standardization (ISO), Safety aspects guidelines for their inclusion in standards, ISO/IEC Guide, vol. 51

Dependability Management. Part 3: Application Guide. Section 9: Risk analysis of Technological Systems, Geneva, Switzerland, 1995.21 Center for Chemical process Safety (CCPS), Guidelines for Hazard Evaluation Procedures, 2nd Ed. AICHE, New york, USA, 1992

Quality Management of Safety and Risk analysis, Elsevier Science Publishers B. V.,Amsterdam, 1993, pp. 25 43.23 J. Tixier, G. Dussere, O. Salvi

Innorisk-project, www. vtt. fi/innorisk, Managing Opportunities, Risk and Uncertainties in New Business Creation Working Report, VTT Technical research Centre of Finland, Tampere

Quality Management of Safety Analysis, Elsevier, Amsterdam, 1993, pp. 71 78.34 SME Risk management Toolkit. SME vulnerability analysis, Booklet, http://www. pk-rh. com/(Read 5. 4. 2007), VTT, 2002.35 J. Paasi, P. Valkokari, P. Maijala

, T. Luoma, S. Toivonen, Managing uncertainty in the front end of radical innovation development, Proc. of IAMOT 2007 16th International Conference on Management of Technology, May 13 17,2007, Florida

, USA, International Association for the Management of Technology, 2007, pp. 1306 1324.36 T. Luoma, J. Paasi, H. Nordlund.

Managing commercialisation risks in innovation development: linking front end and commercialisation. In: K. R. E. Huizingh, M. Torkkeli, S. Conn and I. Bitran (eds.

In 1999 she joined VTT to work in developing the management of environmental risks. In 2007 she entered VTT's Technology foresight and technology assessment team.

(c) Ways to account for uncertainty in decision making,(d) Strategies for planning and management of nonlinear systems operating in the chaotic regime,

Managers often do not know what risks are associated with particular strategies. A lot of work is needed here. 5. Planning in nonlinear,

but a whole new set of approaches to planning and systems management need to be invented.

What might be some of these new strategies for management of chaotic systems? Here are thoughts some:

The problem of planning and management of systems operating in the chaotic regime is a frontier of great importance to our field.

cohesion Health Income distribution Employment Equality between sexes 3. 4. 2. Environmental management 3. 4. 3. State of the environment Quality of air Quality

insights from the FORLEARN mutual learning process, Technology analysis & Strategic management, Special issue FTA Seminar 2006,2008, pp. 369 387.19 E. A. Eriksson, K. M. Weber, Adaptive foresight:

, Future-oriented technology analysis as a Driver of strategy and Policy, Technology analysis & Strategic management, vol. 20,2008, pp. 78 83,1. 21 K. Cuhls, Changes in conducting foresight in Japan, in:

He is head of the research areas In services Management and Personal Management. Philine Warnke is scientific project manager in the Competence Center Innovation and Technology management and Foresight at the Fraunhofer Institute for Systems and Innovation research in Karlsruhe, Germany.

Before, she worked as senior researcher in the area of foresight for the Institute for Prospective Technological Studies of the European commission (JRC-IPTS.

One example is the study of Groves et al. who presented decision aids incorporating scenario concepts in a series of workshops to managers

managers can reject the scenarios because no viable options existed that would enable the business to address the threats the scenarios conveyed 32.

L. Wainfan, Presenting Uncertainty About Climate change to Water Resource Managers, 2008, RAND Corporation, TR-505-NSF. 28 R c.

inertia in a top management team: learning from failure, Organ. Stud. 23 (2002) 949 977.33 B. White, Will policy makers use long range forecasts?

on discontinuity and scenario development, Futures 35 (5)( 2003) 423 443.36 Theo J. B. M. Postma, Franz Liebl, How to improve scenario analysis as a strategic management tool?

Axel Volkery, Phd, is a project manager for policy and scenario analysis at the European Environment Agency in Copenhagen, Denmark.

As a result, there are two general shapes to Foresight studies that flow from early decisions about their procedures and management structure.

Extending participation introduces specific management and process needs if Foresight programmes are to be extended into the social sphere without becoming chaotic 3. Foresight ought to be concerned with three questions:

There have been many attempts to get the polity to become involved in the management, if that is the correct term, of the directions taken by science,

Others concern psychology and the credence the study sponsors and their managers give to subjective opinions expressed by participants from an ever-widening range of contributors.

this will place special emphasis on the simplicity and directness of access to information and to the managing agency 11.

and management aspects where inclusivity is specified Use of pilot projects. 3. 2. 1. Human behaviour and its influence in Foresight studies The role of human behaviour in Foresight studies is ignored usually diminishing the understanding of the outcome.

The evidence for this lies in the age, occupation, gender and background of the majority of Foresight participants who have been middle-to late-middle aged, professional managers and scientists, male and university graduates.

-Me's and Experiential's is large and likely to introduce many new factors into the day-to-day management of Foresight studies,

management of the activity will need to deal with much greater volumes of raw opinion of highly variable content and quality.

the management and programme structures need to be matched, a simple truth but not easy to specify. 3. 2. 3. Organization for inclusivity Traditionally,

Day-to-day management of the programme typically has been delegated to a management group with a defined remit

reporting the outcome upwards and in parallel to the management group and the supra-committee. These arrangements are entirely conventional management practice,

but do they fit the purpose of inclusivity? As indicated above Inclusive foresight programmes will elicit a far wider range of opinion than ever encountered before

(i) the achievement of trust between wide groups of people who have widely differing behavioural characteristics and (ii) the management of a process in

For the management of Inclusive foresight situations are inevitable and their management is a strong feature of (ii) above.

In this way Inclusive foresight will involve fundamental reforms and changes in its current social approach. Ulrich 17 19 and more recently Dempster in her description of sympoiesis 20 extended systems thinking to provide a better understanding of the issues associated with determining system boundaries and the roles of values associated with the implementation and measurement of practical results.

O. Saritas/Technological forecasting & Social Change 76 (2009) 1208 1221 4. 1. 2. Sources of power 4. The management process of Inclusive foresight ought to be open for all to see

and other conditions of success, ought to be controlled by the managers of the programme for reasons of operational effectiveness. 6. The conditions under

which the programme managers operate ought to include ways that enable any participant to challenge anonymously decisions relating to their participation,

Any participant may be considered by the management team and by other participants in the process, to have special insights,

know-how or opinion relevant to the dynamics of the situation ought to be the judgemental criteria exercised by the programme managers with respect to the evolving population of participants. 9. The heuristic nature of inclusive foresight means that the implementation of proposals ought to be dynamic and relevant

A Management Science Approach, John Wiley, 2001.16 Sir G. Vickers, Appreciative behaviour, Acta Psychologica 21 (1963) 274 293.17 W. Ulrich, The design

of problem-solving systems, Management Science 23 (10)( 1977) 1099 1108.18 W. Ulrich, 1983 Critical Heuristics of Social Planning:

The Informed Student Guide to Management Science, Thomson Learning, London, 2002, p. 72.22 W. Ulrich, Systems thinking as if People Mattered:

Critical systems Thinking for Citizens and Managers, Working Paper No. 23,1998. 1220 D. Loveridge, O. Saritas/Technological forecasting & Social Change 76 (2009) 1208 1221 23

Technology and Strategic management 20 (1)( 2008) 29 44 January 24 P. Berg, et al. Potential Biohazards of RECOMBINANT DNA Molecules, Science (1974) 303.

Retrospective studies of emerging technology applications/products (from disciplines of Management and Sociology of Innovation) reveal that the journeys twist

Therefore, those wishing to develop strategies for managing nanotechnology emergence not only face the general challenge of prospecting possible pathways for innovation they also are challenged to prospect the changing environments

not only in the management and sociology of technology and innovation communities, but also by international and global actors. 4 To capture this non-linearity of innovation processes,

Recent projects such as Socrobust 11 were an attempt at creating anticipatory management and assessment tools for the analysis and improvement of the societal embedding of innovations.

and is a combination of technology studies, innovation and management studies, and path dynamics which adds up to a mosaic of arenas,

In this way, Constructive TA is an instance of the general shift in management (and tailored foresight) away from prediction towards reflexive anticipation and strategy making.

If van de ven's comment is true Management can't control innovation success only its odds 5 then this implies a shift from deterministic approaches to foresight

and new ways of managing them e g. the Risk Framework for Nanotechnology put forward by the unusual alliance of Dupont and Environmental Defence.

Ecole des Mines, Project SOE 1981126,'Management tools and a Management framework for Assessing the Potential of Long-term S&t Options to Become Embedded in Society',TSER Programme of the European commission, January 2002.12 A. Rip, Introduction

Reflexive governance for Sustainable development, Edward Elgar Publishing, 2008.14 J. J. Deuten, A. Rip, J. Jelsma, Societal embedment and product creation management, Technol.

In the meantime, Douglas is occupied currently with a part-time Post Doctoral position at the Centre for Management Sciences, Ecoles des Mines,

Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:

Ozcan Saritas, Cristiano Cagnin, Attila Havas & Ian Miles (2009) Impacts and implications of future-oriented technology analysis for policy and decision making, Technology analysis & Strategic management, 21:8, 915-916, DOI:

Terms & Conditions of access and use can be found at http://www. tandfonline. com/page/termsanndconditions Technology analysis & Strategic management Vol. 21, No.

Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:

http://www. tandfonline. com/loi/ctas20 Foresight and strategy in national research councils and research programmes Per Dannemand Andersen a & Mads Borup a a Department of Management Engineering, Technical University

Per Dannemand Andersen & Mads Borup (2009) Foresight and strategy in national research councils and research programmes, Technology analysis & Strategic management, 21:8, 917-932, DOI:

Terms & Conditions of access and use can be found at http://www. tandfonline. com/page/termsanndconditions Technology analysis & Strategic management Vol. 21, No.

8 november 2009,917 932 Foresight and strategy in national research councils and research programmes Per Dannemand Andersen*and Mads Borup Department of Management Engineering

strategic planning or strategic management is established a well academic discipline that is taught at most business schools and mostly directed towards corporate strategy.

Porter's book from 1980 focused on the strategic management of a firms'external environment and on selecting a strategy to position a firm in the market (Porter 1990.

To manage national research programmes is a highly important part of science governance and research management in general.

The core group for the strategy development processes, apart from the programme-management staff in the Energy Authority, consisted of representatives from the planning and development departments of the two electricity grid operators.

The programme managers and the institutions involved in the core group subscribed to and felt committed to the common strategies developed,

the intention of the programme managers and the core group of the strategy activities to interact with key actors in energy research.

There was a relatively strong network, both informal and formal, between the programme management and the established industrial and research actors in the field of energy technology.

Technical research Council Energy research programme Actors involved Programme management Research council Research Agency (secretariat) Energy Authority Core group in strategy processes Research council Research Agency (secretariat+strategy

Upward Government minister, parliamentary politicians Downward Programme Management system operators (PSO actors) Energy production companies Energy-technology companies Scientists Approaches Key scope Science

and Foresight section at thetechnical University of Denmark's Department for Management Engineering. His main areas of research are technology foresight, strategy in science and innovation, technological innovation, the interaction between industry and science,

and Foresight section at the Technical University of Denmark's Department for Management Engineering. His areas of work are systems of innovation and governance of research and innovation in the fields of eco-innovation and energy innovation.

California Management Review 33, no. 3: 114 35. Grant, R. M. 1998. Contemporary strategy analysis, 3rd ed. Oxford:

Technology analysis & Strategic management 7, no. 2: 139 68. Martino, J. P. 1983. Technological forecasting for decision making.

A manager's guide to technology forecasting and strategy analysis methods. Columbus/Richland, OH: Batelle Press.

a guided tour through the wilds of strategic management. Newyork: Free Press. Nonaka, I. 1994. A dynamic theory of organizational knowledge creation.

Technology analysis & Strategic management 13, no. 4: 533 53. Siune, K.,ed. 2001. Science policy. Setting the agenda for research.

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