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that the study of unintended consequences is fundamental to the sociological enterprise (Giddens 1984, page 12). 12 Path creation and path dependence studies are merged also in the Free University of Berlin doctoral programme on organisational paths of the semiconductor consortia 42.13 Research becomes doable
, Polity Press, 1990.10 A. Maslow, Motivation and Personality, Harper & Row, NY, 1954.11 D. dubeth, Values and lifestyles, Insight 1 (5)( 1984) 2 11 september
These included the founding of Luxinnovation in 1984, an agency for supporting innovation; and the establishment of several public research centres in 1987, with the primary aim of supporting technological innovation in firms.
Irvine and Martin 1984; Martin and Irvine 1989; Rask 2008) with the aim of aligning the methodological design of the exercise with the explicit and even implicit objectives that are placed on the exercise.
and B. R. Martin. 1984. Foresight in science: picking the winners. London: Dover. Kaivo-oja, J.,J. Marttinen,
including Prigogine and Stengers (1984), Byrne (1998) Mitchell (2009), Goodwin (1994), Strogatz (2003), and Waldrop (1992),
I. 1984), Order Out of Chaos: Man's New Dialogue with Nature, Heinemann, London. Rami'rez, R. and Van der Heijden, K. Eds)( 2008), Business Planning for Turbulent Times:
Economy, Pinter, London, 1984, pp. 78 101.4 J. M. Utterback, Mastering the Dynamics of Innovation, Harvard Business school Press, Boston, 1994.16 For example, one of the components
Giddens 1984; Luhmann 1990; Beck, Giddens, and Lash 1994) have emphasised further the point that reflexivity in thought
Giddens, A. 1984. The constitution of society: Outline of the theory of structure. Berkeley, CA:
Equally, Al Haig's dictum thatvision without discipline is daydream'(Haig 1984) is necessary to prevent the outcomes of foresight becoming too expansive.
Haig, A.,Jr. 1984. Caveat: realism, reagan and foreign policy. Weidenfeld and Nicholson. Hardis, J. 2003.
orig. 1984. 58 A. Baban, Reconceptualisation of the division between quantitative and qualitative researchmethods, cognition, brain, behavior, Interdiscip.
A2 h i ð2þ 0 500 1000 1500 2000 2500 3000 3500 1978 1979 1980 1981 1982 1983 1984 1985 1986
0 500 1000 1500 2000 2500 1972 1973 1974 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 1985
Managing New technology Development, Mcgraw-hill, USA, 1994, pp. 287 314.19 G. Hofstede, Cultural dimensions in management and planning, Asia Pacific Journal of Management 1984
(January)( 1984) 81 99.20 G. Hofstede, Culture's Consequences: International Differences in Work-related Values, Sage, Beverly hills, CA, 1980.21 M. Minkov, G. Hofstede, The evolution of Hofstede's doctrine, Cross Cultural Management:
of the economic system in 1984, of the S&t system in 1985, and of the education system in 1985.
1 The most salient programs in recent history are the National Key technologies R&d Program established in 1984,
Plan National Key technologies R&d Program 1984 Foster key technologies to upgrade traditional industries and create new ones State Key Laboratory Program 1984 Support selected laboratories in universities,
public research institutes and firms 7th Five-year Plan Creation of NSFC, 1986 National High-technology R&d Program (863 Program) 1986 Foster China's overall innovation capacity in high-tech sectors and enhance its international competitiveness Spark Program 1986
Taiwan. 275 1984 to apply the research into small molecules from the universities to develop new chemical medicines and then transfer such technologies to local firms.
and the DCB was found in 1984 to transfer pharmaceutical technology of chemical engineering from the universities to pharmaceuticca companies (DCB 2010).
The termmegatrends'was used originally by Naisbitt (1984) and was taken up in Germany by popular trend searchers like Horx (2007) who defines them as the:..
Naisbitt, J. 1984) Megatrends: Ten New Directions Transforming Our Lives, Amsterdam: Warner. Popcorn, F. 1993) Der Popcorn Report, Heyne:
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