Synopsis:
Time & dates: Dates: Years: 2001:
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Ind. 341 (2001) 107 118.4 A. Tübke, K. Ducatel, J. P. Gavigan, P. Moncada-Paternò-Castello, Strategic policy intelligence:
Pol. 3 (6)( 2001) 533 551.17 J. Gavigan, F. Scapolo, M. Keenan, I. Miles, F. Farhi, F. Lecoq, M. Capriati, T. di Bartolome (Eds.),
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Totti Könnölä (M. Sc. 2001, D. Tech. 2006) is Researcher at the Institute for Prospective Technological Studies (IPTS) in Seville.
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already published in 2001, with regard to their expected time of realisation, their importance, the effectiveness of policy measures, like R&d support,
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Manag. 18 (2001) 39 50.10 R. N. Kostoff, E. Geisler, Strategic management and Implementation of Textual Data mining in Government Organizations, Technol.
Manage. 48 (2 may 2001) 132 143.12 S. Lee, Y. Park, Customization of technology roadmaps according to roadmapping purposes:
Rev. 43 (2)( Winter 2001) 139 160.19 D. Rigby, C. Gillies, Making the most of management tools and techniques:
Path Dependence and Creation, Lawrence Earlbaum Associates, Mahwah, 2001, pp. 1 38.40 A. Giddens, The constitution of society:
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Current Trends, the State of Play and Perspectives, 2001, IPTS-ESTO Report EUR20137EN. 4 N. Brown, B. Rappert, et al.
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Public policy 28 (4)( 2001) 247 258.18 EUROPOLIS, The European research area: a New Frontier for Europe? la lettre OST, No. 22,2001. 19 L. Georghiou, Evolving frameworks for European collaboration in research and technology, Res.
Policy 30 (6)( 2001) 891 903.20 S. Kuhlmann, Future governance of innovation policy in Europe three scenarios, Res.
Policy 30 (6)( 2001) 953 976.21 A. Havas, Futures for Universities, paper presented at the Second International Seminar on Future-oriented technology analysis:
Policy 30 (3)( 2001) 509 532.36 B. Kehm, Governance and Strategy, Presentation at a Workshop on Driving forces and Challenges for the European University, Brussels, March 23 24 2006.37
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Sci. 47 (1)( 2001) 117 132.7 W. E. Walker, P. Harremoes, J. Rotmans, J. P. Van der Sluis, M. B. A
was published in 2001 with Wiley. 1149 S w. Cunningham/Technological forecasting & Social Change 76 (2009) 1138 1149
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References 1 I. Dyner, E. R. Larsen, From planning to strategy in the electricity industry, Energy Policy 29 (13)( 2001) 1145 1154.2 D. Dominguez
Technol. 43 (5)( 2001) 309 318.11 J. Markard, B. Truffer, Innovation processes in large technical systems:
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2001. Hazard and Operability Studies (HAZOP Studies) Application Guide, Geneva, Switzerlaand 2001.26 T. A. Kletz, Plant Design for Safety:
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Two exploratory studies, J. Bus. Res. 51 (2001) 223 232.29 J. C. Glenn, T. J. Gordon, Factors Required for Successful Implementation of Futures research
in Decision making, Millennium Project publication, 2001, download at: www. millennium-project. org/millennium/applic-exsum. html (accessed 10/02/09). 30 P. C. Light, The Four Pillars Of high Performance:
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which ran in Germany from 2001 to 2005, was the biggest departure from convention and was designed to broaden participation through allowing the shape of the study to evolve 2 as participation through the Internet reveals issues of importance.
)( 2001) 781 791.14 D. Loveridge, Foresight: The Art and Science of Anticipating the Future, Routledge, NY, 2009.15 H. G. Daellenbach, Systems thinking & Decision making:
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and (5) to facilitate the formation of markets (Johnson and Jacobsson 2001. It is acknowledged generally that the theoretical rationale for foresight exercises is supported by the perspective (or school) of evolutionary economics (Georghiou and Keenan 2006.
or around problems (Johnson and Jacobsson 2001). The same type of rationale is used often also for strategy processes in research councils and research programmes.
Examplle of strategy and priority-setting processes in public research can be found from Spain, UK, Norway, The netherlands, France and Denmark in a report from the European project MUSCIPOLI (Siune 2001.
since the 1960s from the first generation of technology-oriented forecasting to the current third-or fourth-generation activities that also include wider social dimensions (Reger 2001;
Georghiou 2001. A similar evolution has happened in the field of strategy (Mintzberg, Ahlstrand, and Lampel 1998.
Some authors have suggested that foresight has emerged from the convergence of the three disciplines and practices of policy development, strategic planning and futures studies (Gavigan et al. 2001),
A discussion on this topic can be found in Kaivo-oja 2001. However, foresight seen in the light of three of the traditions are described in the following:(
Followiin the change of government in Denmark in late 2001 the energy research programmes were cut by two-thirds in 2002,
In the second phase, during the second half of 2001 the council members described and discussed the different areas of research in science and technology, building on, among other things, the vision papers.
for example, the general national research strategy developed in the mid-1990s (Miljø-og Energiministeriet 1996a c). Danish energy research experienced considerable turbulence following the change in governnmen in late 2001.
This case study focuses on the round of strategy development in the period after 2001. In this period
and T. Di Bartolomeo. 2001. A practical guide to regional foresight. European commission Research Directorate General, STRATA Programme.
Georghiou, L. 2001. Third generation foresight integrating the socioeconomic dimension. In The approach to and the potential for new technology foresight, The Proceedings of an International Conference on Technology foresight, Tokyo, Japan. http://www. nistep. go. jp/achiev/ftx/eng/mat077e/html/mat077oe
. and S. Jacobsson. 2001. Inducement and blocking mechanisms in the development of a new industry:
Prentice-hall. Kaivo-oja, J. 2001. Scenario learning and potential sustainable development processes in spatial contexts: towards risk society or ecological modernization of scenarios.
Reger, G. 2001. Technology foresight in companies: from an indicator to a network and process perspective.
Siune, K.,ed. 2001. Science policy. Setting the agenda for research. In Proceedings from MUSCIPOLI Workshop One.
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000 000 120 000 000 2000 2001 2002 2003 2004 2005 2006 2007 Public research centres FNR UL Figure 1. Public
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The concept of distributed policy making and intelligence (Kuhlmann 2001; Smith 2002) draws our attention to various policy practices relying extensively on the knowledge, experience and competence of the different stakeholders concerned.
This is also reflected in the EC's White paper on Governance (EC 2001) which stresses five principles of good governance:
EC. 2001. European governance: a White paper. Brussels: European commission. Edquist, C. ed. 1997. Systems of innovations:
Kuhlmann, S. 2001. Management of innovation systems: the role of distributed intelligence. Antwerpen: Maklu Uitgevers N. V. OECD. 2002.
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and exploring the future in different scenarios (Godet 2001). In the literature on municipal planning, visioning is regarded as a separate method,
Pløger 2001. 21 They argue that one of the problems municipal planning is confronted with is assumed the frequently existence of universal values
1999), Ringland (2002), Brown, Rappert, andwebster (2000), Böhle (2003), Genus (2006), Georghiou (2001), Johnston (2001), Berkhout and Hertin (2002.
Georghiou, L. 2001. Third generation foresight: Integrating the socioeconomic dimension. Paper presennte at the proceedings of international conference on Technology foresight the approach to and potential for new technology foresight.
Godet, M. 2001. Creating futures: scenario planning as a strategic management tool. London: Economica. Grin, J.,F. Felix,
Johnston, R. 2001. Foresight refining the process. International Journal of Technology management 21, no. 7/8: 711 25.
Pløger, J. 2001. Public participation and the art of governance. Environment and Planning B: Planning and Design 28, no. 2: 219 41.
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1999 2000 2001 2002 Priority Patents Family Member Patents Factor Map keywords-combo (Cleaned)( tec..
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 nano-combo methanol stuff Map:
U s. Patents (select) Citation Tree Heat Resistant Steel 2001 Elec Interconnect for a planar fuel cell-2001 Fuel cell Interconnect Device-1999 Sumitomo Disc brakes Sarnoff SOFC
CHANAUD P Badwal AHMED K 012345678 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 Company Patenting Trend Who uses their patents?
changing tools, changing roles, Information Outlook 5 (3)( 2001) 24 30.5 A l. Porter, A. Kongthon, J.-C. Lu, Research profiling:
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Salo and Kuusi 2001. Yet, these many activities notwithstanding (or possibly because of the proliferation thereof), there have been no foresight exercises on a scale that would match the scope
Salo 2001; Salmenkaita and Salo 2002. This situation changed in April 2005 when the Government took a decision in principle on the structural development of the public research system at large.
Salo, A. 2001. Incentives in technology foresight. International Journal of Technology management 21, no. 7: 694 710.
and O. Kuusi. 2001. Developments in parliamentary technology assessment in Finland. Science and Public policy 28, no. 6: 453 64.
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then we will elaborate the designs of the Foresight exercises fitted to the specific Knowledge dynamics and institutional arrangements in these two fields. 5. 1. The case of genetically modified plants (GMP) After the completion of the human genome map in 2001,
(6)( 2001) 953 976.23 R. Kaiser, H. Prange, Managing diversity in a system of multilevel governance:
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) 471.17 R. Coombs, R. R. Ford, L. Georghiou, Generation and Selection of Successful Research projects, A Research Study for the Technology Strategy Forum, 2001.
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Current Trends, the State of Play and Perspectives S&t Intelligence for Policy-making processes, Institute for Prospective Technological Studies (IPTS), Technical Report EUR-20137-EN, Seville, 2001
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Management Information systems 25 (1)( 2001) 107 136.39 T. Rogers-Hayden, N. Pidgeon, Moving engagement‘‘upstream''?
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The attacks of September 11, 2001, which created significant shocks to the global security, airport screening and intelligence systems and practices;
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Mikulecky (2001) Complexity is the property of a real world system that is manifest in the inability of any one formalism being adequate to capture all its properties.
Axelrod and Cohen (2001) A complex system is a body of causal processes and agents whose interactions lead to outcomes that are unpredictable.
Axelrod and Cohen (2001) call it the‘‘shadow of the future''.''From the perspective of applying foresight the benefits of reframing are:
Axelrod and Cohen (2001) VOL. 14 NO. 4 2012 jforesight jpage 299 describe the idea of harnessing complexity to deliberately change the structure of the system,
Axelrod, R. and Cohen, M. 2001), Harnessing Complexity: Organizational Implications of a Scientific Frontier, The Free Press, New york, NY.
Mikulecky, C. 2001),‘The emergence of complexity: science coming of age or science growing old?''''Computers and Chemistry, Vol. 25, pp. 341-8. Miller, M. 2011),‘Being without existing:
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The preceding informal network was formed in 2001 and recently, in November 2003, it received a substantial funding of 95 Million Euro by the Dutch government,
2000 2001 2002 Fig. 1. Number of times dnanotubet is mentioned in article titles (Picarta. 3 The fact that we use the emergence of this specialised journal for this paper is the fact that nanotubes is one of the major topics in this journal.
R. O. van Merkerk, H. van Lente/Technological forecasting & Social Change 72 (2005) 1094 1111 1103 reported the latter method in 2001 26.
and they received the first Venture capital grant in 2001 19. The fact that Nantero received this grant shows that the investors
Q In 2001 Nantero 19 states: bthe company expects to deliver a product that will replace all existing forms of memory.
Nantero Press release (October 2001. 20 Nantero, Nantero, Inc. announces $10. 5mm in funding developing nanotube-based nonvolatile RAM technology for licensing.
21 P. Ball, Roll up for the revolution, Nature 414 (2001)( November. 22 ETC group, The big down, Atomtech:
assembly of one-dimensional nanostructures into functional networks, Science 291 (2001) 630 633.27 P. Ball, Cylinders make circuits spontaneously, Nature News Service (2002)( January.
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Wachs, 2001. Why do urban planners no longer think in visionary terms? Recent research in Spain (Ferna'ndez Gu ell et al.
Second, the social debate inherent to urban planning and the need for stakeholder collaboration can be facilitated through a mutually beneficial symbiosis between futures studies and urban planning (Cole, 2001.
Gavigan and Scapolo, 2001), territorial foresight can be defined as a systematic, participatory, future intelligence gathering and vision-building process aimed at present-day decision making and mobilising joint initiatives in the urban and territorial realm.
The European commission's Foresight for Regional development Network (2001) published A Practical Guide to Regional foresight, which documented nine regional foresight exercises.
2001). ) The European Spatial Planning Observation Network (2007) has published also the findings of its project‘‘Scenarios on the territorial future of Europe'',in
Organisation for Economic Co-operation and Development, 2001. However, the reciprocal relations that may develop between the sustainable development paradigm
Cole, S. 2001),‘Dare to dream: bringing futures into planning'',American Planning Association Journal, Vol. 67 No. 4, pp. 372-83. de Tera'n, F. 1996),‘Evolucio'n del planeamiento urbani
Foresight for Regional development Network (2001), Practical Guide to Regional foresight, Institute for Prospective Technological Studies, Sevilla.
Gavigan, J. P. and Scapolo, F. 2001),‘La prospectiva y la visio'n del desarrollo regional a largo plazo'',The IPTS Report, 56, July
Institute for Prospective Technological Studies (2001),‘Special issue on foresight and regional development'',The IPTS Report No. 59, pp. 1-47.
Organisation for Economic Co-operation and Development (2001), Les lignes directrices du CAD Strate'gies de de'veloppement durable, Organisation for Economic Co
Wachs, M. 2001),‘Forecasting versus envisioning: a new window on the future'',American Planning Association Journal, Vol. 67 No. 4, pp. 367-72.
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and Technology observatory Network (ESTO), see Rader (2001). The latter was revised, moreover in Rader (2001, p. 4);
and revised in Tu bke et al. 2001): ) JRC-IPTS. 4. These seminars, moreover, have given way to the publication of a series of various journal editions,
such as the special editions of Technological forecasting and Social Change vol. 75 (4); Technological Analysis and Strategic management vol. 20 (3;
Rader, M. 2001),‘Monitoring of technology assessment activities'',report by the European Science and Technology observatory Network, Seville.
Tu bke, A.,Ducatel, K.,Gavigan, J. P. and Moncada, P. Eds)( 2001), Strategic policy Intelligence:
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Manage. 48 (2)( 2001) 132 143.7 O. Da Costa, M. Boden, Y. Punie, M. Zappacosta, Science and technology roadmapping:
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Retracing ones steps to Derrida's criticism, real foresight (Loveridge 2001), perhaps more so than its institutional practice, can have much to say about the future recognising that ultimately the future is a‘black hole'.
Loveridge, D. 2001. Foresight Seven paradoxes. International Journal of Technology management 21, nos 7/8: 781 91.
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thus, are surrounded by‘informaal assessments of the future (Salo 2001). This particular condition will have consequences for the established foresight approaches.
and evaluated (Coates et al. 2001; Harper et al. 2008; Eerola and Miles 2011. Schoen et al. 2011,235) give the following definition:
where it tends to be framed in costs and benefits (Reger 2001; Rollwagen, Hofmann, and Schneider 2008.
Business studies have developed a set of techniques to assess the future for strategic decisionmakkin (Kappel 2001;
which has been used since the 1980s by Motorola and later by many other firms (Willyard and Mcclees 1997), like Philips (Groenveld 1997) and Lockheed martin (Houston and Turner 2001).
Indeed, there are many examples of unfulfilled promises (Douthwaite, Keatinge, and Park 2001; Hedgecoe and Martin 2003.
and A l. Porter. 2001. On the future of technological forecasting. Technological forecasting and Social Change 67, no. 1: 1 17.
and J. R. Park. 2001. Why promising technologies fail: The neglected role of user innovation during adoption.
and J. Turner. 2001. Developing collaborative solutions to the aging aircraft avionics problem through technology roadmapping.
Kappel, T. A.,2001. Perspectives on roadmaps: How organizations talk about the future. Journal of Product innovation Management 18, no. 1: 39 50.
Reger, G. 2001. Technology foresight in companies: From an indicator to a network and process perspective.
Salo, A a. 2001. Incentives in technology foresight. International Journal of Technology management 21, nos. 7 8: 694 710.
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Reger 2001; Rollwagen, Hofmann, and*Email: riccardo. vecchiato@polimi. it ISSN 0953-7325 print/ISSN 1465-3990 online 2012 Taylor & francis http://dx. doi. org/10.1080/09537325.2012.715487 http
However, strategic foresight had uneven success. Rigby (2001) found that only 21.5%of North american executives used scenario planning in 1999, approximately 50%fewer than in 1994.
illustrating the temporal and causal relationships between nodes (Kostoff and Schaller 2001). 4. Scenarios are focused descriptions of fundamentally different futures presented in a coherent script-like or narrative fashion.
and R. R. Schaller. 2001. Science and technology roadmaps. IEEETRANSACTIONS on Engineeringmanagement 48, no. 2: 132 43.
Reger, G. 2001. Technology foresight in companies: From an indicator to a network and process perspective.
Rigby, D. 2001. Management tools and techniques: A survey. California Management Review 4, no. 2: 139 60.
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SIGMA 2001), which describes the layer behind business management systems. The continuous improvement cycle found in the PDCA is the key process for driving learning and innovation in an organisation.
and/or think (Losada 2001). According to Losada (1999), high-performance teams need an inclusive dialogue approach for all stakeholders in the network.
Losada, M. 2001. The art of business coaching. Second general conference of the specialization course, Brasilia.
SIGMA. 2001. The SIGMA project sustainability in practice. The SIGMA guidelines: Pilot Draft, SIGMA Project Management Team. http://www. projectsigma. co. uk/Guidelines/default. asp (accessed January 2004) Tuomi, I. 2011.
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The extent of overlap between CIS and ES has remained roughly constant over the period from 2001 to 2004,
Vis. 2001 (2001) 23 30.5 K. W. Boyack, B. N. Wylie, G. S. Davidson, Domain visualization using Vxinsight for science and technology management, J. Am.
A gene expression map for Caenorhabditis elegans, Science 293 (2001) 2087 2092.11 K. W. Boyack, Mapping knowledge domains:
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and as a process methodology. 1 Roadmapping combines different modes of knowledge with specific activity layers (Kostoff and Schaller 2001;
Phaal, Farrukh, and Probert 2001. In this culture, the roadmappiin process is a tool to endorse product development.
The integrative methodology rested on the model of expansive learning (Engeström 2001. In the process, two practical methods were added to the model of expansive learning.
Barker and Smith (1995), Kostoff and Schaller (2001), Farrukh, Phaal, and Probert (2003), Kostoff, Boylan, and Simons (2004);
Engeström, Y. 2001. Expansive learning at work: Toward an activity theoretical reconceptualization. Journal of Education and Work 14, no. 1: 133 56.
and R. R. Schaller. 2001. Science and technology roadmaps. IEEETRANSACTIONS on Engineeringmanagement 48, nos. 1 2: 132 43.
Farrukh, and D. Probert. 2001. Technology roadmapping: Linking technology resources to business objectives. Cambridge: University of Cambridge. http://www. ifm. eng. cam. ac. uk/ctm/publications/tplan/trm white paper. pdf (accessed August 18, 2009.
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which started in 2001 and 2006 (Government of Japan, 2001,2006), strategic prioritization was the basic principle in drawing up related policies except for those related to basic research.
Government of Japan (2001), The 2nd Science and Technology Basic Plan, Government of Japan, Tokyo.
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foresight results have been used for the implementation of policy measures (Aichholzer, 2001. Competitive intelligence is a systematic way to collect
and evaluate worldwide technology trends during the preparatory studies (Aichholzer, 2001). In addition, after the Delphi Austria foresight process, the results of the Austria Technology Delphi were reclassified also according to the standard classifications of industry
and niches within technology trends where Austria might find opportunities to achieve leadership within the next 15 years (Aichholzer, 2001).
which can be accessed at http://nodexl. codeplex. com/References Aichholzer, G. 2001),‘Delphi Austria: an example of tailoring foresight to the needs of a small country'',available at:
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Stage Emerging Growth Maturity Decline Period (year)( CRT) 1897 1929 1930 1972 1973 2000 2001 2020 Period (year)( TFT-LCD
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
1 1 1 1 1 1 1 1 1 1 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
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Change 68 (2001) 1 57.13 H. De vries, Species and Varieties, Their Varieties by Mutations, Kegan Paul, Trench Trubner,
Life Sci. 23 (2001) 425 465.25 T. Devezas, G. Modelski, Power law behavior and world system evolution, Technol.
Change 68 (2001) 293 308. T. C. Devezas/Technological forecasting & Social Change 72 (2005) 1137 1152 1151 34 J. Goldenberg, B. Libai, Y. Louzoun, D. Mazursky
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Res. 128 (2001) 282 289.25 J. Dewey, The Public and its Problems, Holt and Company, New york, 1927.26 G. J. Busenberg, Learning in organizations and public policy, J
. Public policy 21 (2001) 173 189.27 J. De La Mothe Innovation strategies in Interdependent States, Edward Elgar Publishing Ltd.
ART82.pdf
Pract. 3 (2001) 311 337.15 OECD, Fostering innovation to address social challenges, in: Workshop Proceedings, OECD, Paris, 2011.16 EC, Innovation Union Competitiveness Report 2011.
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He distinguishes two foundational phases, called Nano 1 and Nano 2. The first foundational phase (2001 2010),
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A pilot programme for foresight was launched early in 2001. The allocated budget consisted of DKK 24 million (ca. EUR 3. 2 million) for the period of 2001 2004.
Following the general elections and the change of Government in November 2001, the ministries were reorganised,
and the technology foresight programme was moved to 1 Authors'translation. P. D. Andersen L. B. Rasmussen/Futures 59 (2014) 5 17 11 the new Ministry of Science, Technology and Innovation.
Institutional Foundations of Comparative Advantage, Oxford university Press, NY, 2001. P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 16 24 P. A. Hall, D. Soskice, An introduction to varieties
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from an indicator to a network and process perspective, Technology analysis and Strategic management 13 (4)( 2001) 533 553.19 F. J. Contractor, P. Lorange (Eds.
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An Appraisal and Agenda for Future research, Handbook of Strategic management, Blackwell Business, Malden, Massachusetts, 2001, pp. 602 626.12 R. Kaplan, D. Norton, Building a Strategy-Focused
(1)( 2001), Available at: http://Informationr. net/ir/7-1/paper112. html. 29 R. Kaplan, D. Norton, Having trouble with your strategy?
police management in japanese-owned UK subsidiaries, Journal of Management Studies 38 (2001) 651 674.38 J. A. Brimson, J. Antos, J. Collins,
Management 20 (2001) 365 377.72 N. G. Olve, J. Roy, M. Wetter, Performance Drivers: A Practical Guide to Using the Balanced Scorecard, Wiley, Chichester, West sussex-UK, 1999.73 W. O. Hagood,
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and tipping points, Technological forecasting and Social Change 74 (2007) 715 730.19 K. Cuhls, Foresight with Delphi surveys in Japan, Technology analysis & Strategic management 13 (2001) 555 569.20 K
Science.PublicPolicyVol37\5. Future technology analysis for biosecurity and emerging infectious diseases in Asia-Pacific.pdf
In the US the term‘converging technologies'was used first at a 2001 workshop organized by the US National science Foundation and the US Departmeen of Commerce entitled‘Converging Technologiie for Improving Human Performance'.
Ponpiboon Satangput graduated from the University of Cambridge in 2001 and obtained a Phd in medical physiic from the same university in 2005.
Science.PublicPolicyVol37\6. User-driven innovation.pdf
After graduating in 2001, she worked for a commercial market research agency. She joined MICT in 2005.
Science.PublicPolicyVol37\7. Impact of Swiss technology policy on firm innovation performance.pdf
i e. until the middle of 2001, we reckon that they would still have had one -and-a-half years until the end of the reference period to realize some impact of these projects on their innovation performmanc (e g. introduce new products);
whether or not they would have had enough time until the end of 2002 to realize any additional innovation gains. 53%of projects were finished by the middle of 2001,78%by the end of 2001.
2001) for the role of framework conditions for the evaluation of industry university collaboratioons and Polt and Streicher (2005) for the evaluation of large programmes such as the Framework programmes of the Europeea Union. 2. For overviews of Swiss
Polt, W c Rammer, H Gassler, A Scibany and D Schartinger 2001. Benchmarking industry science relations: the role of framework conditions.
Science.PublicPolicyVol39\10. Challenges in communicating the outcomes of a foresight study.pdf
technological and innovation‘think tank'created in 2001. It has been qualified as a‘social organization'by the Brazilian Presidency,
From 2001 to the present, the CGEE has conducted nearly 400 strategic foresight exerciise and strategic evaluation studies, mobilizing more than 2000 experts per annum from an average of 300 institutions.
It is important for everyone participating in a given foresight exercise to not be afraid to attempt new ways of thinking (Kelley and Littman, 2001.
as well as practical orientattion contained in the Handbook of Knowledge society Foresight (Miles et al. 2002) and in Godet (2001).
and Grupp 2001) This approach aims to link the present decisions and actions to a strategic perspective, coping with the possibilities of the future for the construction of commitmeent around national priorities for ST&I. 248.
Cuhls, K. and Grupp, H. 2001)‘ Alemanha: abordagens prospectivas nacionais',Parcerias Estrate'gicas, 10:76 104.
Godet, M. 2001) Creating Futures Scenario planning as a Strategic management Tool. Washington: Economica. Habegger, B. 2010)‘ Strategic foresight in public policy:
Basic books. Kelley, T. and Littman, J. 2001) The Art of Innovation. New york: Currency/Doubleday. Miles, I.,Harper, J. C.,Georgiou, L.,Keenan, M. and Popper, R. 2008)‘ The many faces of foresight'.
Science.PublicPolicyVol39\11. Head in the clouds and feet on the ground.pdf
and where broader societal considerations inform priority-setting (Laredo and Mustar 2001; Braun 2008. 1. 2 Analytical assumptions On the basis of this discussion, we argue that research priority-setting may take the following (not mutually exclussive directions:
with high value-added and foster international competitiveness 10th Five-Year Plan Agriculture S&t Transfer Fund 2001 Foster development of S&t achievements in agriculture
national goals Date of creation unknown International S&t Cooperation Plan 2001? Use global S&t resources to develop critical technologies;
Table 3. Allocations for S&t by Central Government in main S&t programs (in million RMB) Item 2001 2002 2003 2004 2005 2006 2007 2008
the Case 973 Program (in million RMB) Item 2001 2002 2003 2004 2005 2006 2007 2008 Total 589 686 800 897 983
Laredo, P. and Mustar, P.,(eds),(2001) Research and Innovation policy in the New Global economy. Cheltenham:
Science.PublicPolicyVol39\12. National, sectoral and technological innovation systems.pdf
there were 312 factories all over the island (Zheng 2001: 195). ) The government of the ROC then unified the 312 factories into one national pharmaceutical company (Taiwan Pharmaceutical company.
After the Japanese colonization, some local private pharmacies started to use rough facilities to synthesize simple pharmaceutical intermediaries in their backyards (Zheng 2001:
but they manufactured low-end intermediaries that were highly similar to each other (Ding 2001: 232). ) Besides manufacturing intermediaries, some local firms imported higher-end intermediaries from countries, such as Japan and Germany,
the manufacturing facilities of local SMES were upgraded (Zheng 2001: 193,229. However, because of their small size, these companies were unable to innovate
In the 1980s, with advantageous technologies and marketing capabilities, MNCS shared more than 50%of the domestic market (Zheng 2001:
%and the imported medicines had 31%of that market (Zheng 2001: 194). ) A very minor but important sub-sector of the pharmaceuttical was Chinese herbal medicine,
there was a total of six pharmaceutical colleges in the universities of Taiwan (Zheng 2001: 3). However, their main purpose was to train qualified pharmacists.
like the National Taiwan University, started to provide postgraduaat degrees in pharmacology and train pharmaceutical researchers (Zheng 2001:
2001: 242. Nevertheless, from the 1980s until 2000, the networks between the researchers and between universities and pharmaceutical companies were established not fully.
But such surveys were merely to serve policy expectations rather than to lead to commercializatiio (Zheng 2001:
and transferring the technology of chemical engineering to pharmaceutical manufacturing (Ding 2001: 229). ) The Industrial Technology research Institute, another public research organization, also helped local SMES upgrade their manufacturing facilities
or transferred manufacturing technologies based on chemical engineering to local companies (Zheng 2001: 202). ) In terms of R&d policies, fundamental biological and pharmaceutical research in universities was funded continuously,
Ding, Y.-X. 2001)‘ The history, current condition and future of pharmaceutical industry('.'In: Zheng, S.-J. ed.)The History of Pharmacology in Taiwan(),pp. 227 32.
Zheng, S.-J. 2001)‘ The history of pharmacology in Taiwan'(.'Taipei: Zheng Culture and Education Foundation(.
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