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://www. tandfonline. com Downloaded by University of Bucharest at 05:04 03 december 2014 798 C. Cagnin
to Be downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA, to enable business networks 799 represented by a triple-bottom-line balance or the creation of economic, environmental and social values to and by all actors within the network.
Downloaded by University of Bucharest at 05:04 03 december 2014 800 C. Cagnin and D. Loveridge Table 1. Existing tools and their relation to the PDCA cycle.
they need to be integrated to be considered as‘primary'for the Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA,
These are assumed to be critical to a business's sustainable Downloaded by University of Bucharest at 05:04 03 december 2014 802 C. Cagnin and D. Loveridge development,
Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA, to enable business networks 803 The development of effective and lasting partnerships is critical,
Downloaded by University of Bucharest at 05:04 03 december 2014 804 C. Cagnin and D. Loveridge Table 2. Contributions of FTA.
Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA, to enable business networks 805 Foresight cannot remove the uncertainties any business faces
and Downloaded by University of Bucharest at 05:04 03 december 2014 806 C. Cagnin and D. Loveridge Table 3. Business sustainability maturity model.
inter-group learning-Values (universal principles) embedded in every process Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA,
and rational analysis become complementary (Continued) Downloaded by University of Bucharest at 05:04 03 december 2014 808 C. Cagnin
functional silos removed (information flow)- Systemic processes/systems Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA,
The stronger the interactions between the Downloaded by University of Bucharest at 05:04 03 december 2014 810 C. Cagnin and D. Loveridge components of the network,
Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA, 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
and preparing the whole network to walk into a higher sustainability maturity level 5th Maturity Level Downloaded by University of Bucharest at 05:04 03 december 2014 812 C. Cagnin
Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA, to enable business networks 813 Boden, M.,C. Cagnin, V. Carabias, K. Haegeman,
Downloaded by University of Bucharest at 05:04 03 december 2014 814 C. Cagnin and D. Loveridge Gertler, M. S,
Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA, to enable business networks 815 Verweire, K,
Appendix 1. Research overall strategy Downloaded by University of Bucharest at 05:04 03 december 2014 816 C. Cagnin
and D. Loveridge Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA,
EM Operations Measure Performance GRI GRI GRI Downloaded by University of Bucharest at 05:04 03 december 2014 818 C. Cagnin
whom and how Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA,
Downloaded by University of Bucharest at 05:04 03 december 2014 820 C. Cagnin and D. Loveridge Appendix 5. Management framework in context Downloaded by University of Bucharest at 05:04 03 december 2014
Evaluation of Laboratory directed research and development investment areas at Sandia Kevin W. Boyack*,Nabeel Rahal Sandia National Laboratories, 1 P o box 5800, Albuquerque, NM 87185, United states
03 december 2014, At: 05:05 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number:
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http://www. tandfonline. com Downloaded by University of Bucharest at 05:05 03 december 2014 822 T. Ahlqvist et al. future.
but the unrealised options also‘haunt'the present in the organisation's Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
1) partial structural openness that endorses flexibility in the organisational Downloaded by University of Bucharest at 05:05 03 december 2014 824 T. Ahlqvist et al. structures and (2) an anticipatory culture that builds on an anticipatory agency
For example, the long term in the context of a highly dynamic field, such as mobile Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
yet roadmapping is still more of a technique for strategic focussing Downloaded by University of Bucharest at 05:05 03 december 2014 826 T. Ahlqvist et al.
Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture, and knowledge spaces 827 In process-based roadmapping,
Downloaded by University of Bucharest at 05:05 03 december 2014 828 T. Ahlqvist et al. Table 1. Depiction of knowledge spaces.
In this space, the technology Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
at 05:05 03 december 2014 830 T. Ahlqvist et al. structures. The third scope is called systemic I,
Second, it perceived the market as a platform for new Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
and indoor services Downloaded by University of Bucharest at 05:05 03 december 2014 832 T. Ahlqvist et al. services and service providers.
and attempted to define markets Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
developing Downloaded by University of Bucharest at 05:05 03 december 2014 834 T. Ahlqvist et al. Table 4. Summary of the knowledge spaces of the SSB network.
Visionary ideas about technology-enabled services could also be one way to stimulate Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
There were five research phases Downloaded by University of Bucharest at 05:05 03 december 2014 836 T. Ahlqvist et al.
Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture, and knowledge spaces 837 Table 6. Summary of the knowledge spaces in the Nordic ICT Foresight.
and even towards fostering a visionary innovation Downloaded by University of Bucharest at 05:05 03 december 2014 838 T. Ahlqvist et al. culture at the level of nation-states.
Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture, and knowledge spaces 839 The article created insights for managing systemic entities, such as organisations or companies, in systemic environments.
Downloaded by University of Bucharest at 05:05 03 december 2014 840 T. Ahlqvist et al. Acknowledgements Toni Ahlqvist wishes to thank the Academy of Finland (grant SA132628) for the financial support for this work.
Long Range Planning 28, no. 2: 21 8. Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
Downloaded by University of Bucharest at 05:05 03 december 2014
This article was downloaded by: University of Bucharest On: 03 december 2014, At: 05:05 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number:
1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1t 3jh, UK Technology analysis & Strategic management Publication details, including instructions for authors and subscription information:
://www. tandfonline. com Downloaded by University of Bucharest at 05:05 03 december 2014 844 Y. Guo et al.
Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 845 2. 2. Analysing NESTS NESTS comprise a loose category (Foxon et al. 2005;
and available human knowledge of the particular innovation Downloaded by University of Bucharest at 05:05 03 december 2014 846 Y. Guo et al. system, within the context of a more general innovation context (i e. the socioeconomic context in
Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 847 Step J,
This showed Downloaded by University of Bucharest at 05:05 03 december 2014 848 Y. Guo et al. high precision (minimal noise.
In the long term, we believe that general Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 849 Figure 2. TDS for DSSCS in the USA. economic forces will favour innovation
We Are downloaded by University of Bucharest at 05:05 03 december 2014 850 Y. Guo et al. Figure 3. DSSC publication and patent trends. not sure why this is so;
Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 851 Figure 4. DSSC science overlay map.
Downloaded by University of Bucharest at 05:05 03 december 2014 852 Y. Guo et al. Table 1. Leading DSSC research institutions (showing percentages within these 11 organisations.
Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 853 Once such highly active players have been identified,
Downloaded by University of Bucharest at 05:05 03 december 2014 854 Y. Guo et al. Figure 5. Focused DSSC cross-charting:
Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 855 sulphide Figure 6. Ingredients for the multipath exploration.
Downloaded by University of Bucharest at 05:05 03 December 2014 856 Y. Guo et al. Figure 7. Multipath map for DSSCS.
Figure 7 raises the desirability of life-cycle Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 857 analyses to consider likely life span, maintainability, material transformation
Downloaded by University of Bucharest at 05:05 03 december 2014 858 Y. Guo et al. FIP aims to inform ST&I management (private sector) and policy (public sector.
Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 859 Guo, Y.,L. Huang,
Downloaded by University of Bucharest at 05:05 03 december 2014 860 Y. Guo et al. 2004. Technology futures analysis:
or#2 or#3 or#4 Combined search terms Downloaded by University of Bucharest at 05:05 03 december 2014 Text mining of information resources 861 Appendix 2. Different generations of solar cells Material
Downloaded by University of Bucharest at 05:05 03 december 2014
Identifying expected areas of future innovation by combining foresight outputs Yoshiko Yokoo and Kumi Okuwada Abstract Purpose This paper attempts to examine the efficacy of combining outputs from a foresight exercise by different
and affected area) 96.1 2014 Contributing to dealing with social problems (73.8 percent) Improving positions on international markets (47 5 percent) Technologies for forecasting the state of the lithosphere
The Futures 59 (2014) 1 4 Contents lists available at Sciencedirect Futures jou r nal h o mep ag e:
w ww. elsevier. co m/loc ate/fu tu r es 0016-3287/$ see front matter 2014 Elsevier Ltd.
as when an orchestra tunes up to finding Editorial/Futures 59 (2014) 1 4 2 shared tones and interconnected,
/Editorial/Futures 59 (2014) 1 4 3 Elisabetta Marinelli Phd*Institute for Prospective Technological Studies, Knowledge for Growth Unit (Kfg), European commission DG
philine. warnke@ait. ac. at Available online 21 january 2014 Editorial/Futures 59 (2014) 1 4 4
and academics who are studying foresight processes need to simplify Futures 59 (2014) 5 17 A r T I C L E I N F O Article history:
Available online 22 january 2014 Keywords: Foresight Governance National culture Policy making A b s T R A c T This paper addresses the influence of national traditions, styles or culture on the use of foresight in decision-making processes.
which focus on priority settings for strategic research. 2014 Elsevier Ltd. All rights reserved.**Corresponding author. Tel.:++45 4525 4535.
-3287/2014 Elsevier Ltd. All rights reserved. the real world through different characterisations and typologies of both foresight projects and their contexts.
P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 6 One of the most comprehensive and acknowledged studies of national styles in management, decision making
which individuals are integrated into groups P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 7 avoidance, such as Denmark or Great britain,
P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 8 2. 3. Varieties of capitalism:
L. B. Rasmussen/Futures 59 (2014) 5 17 9 common use in South Europe and South america and totally absent among the top 10 foresight methods in Northwest Europe and North america.
P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 10‘Denmark has had never strong traditions for basing political decisions on accessible knowledge as opposed to Sweden, for instance.
L. B. Rasmussen/Futures 59 (2014) 5 17 11 the new Ministry of Science, Technology and Innovation.
L. B. Rasmussen/Futures 59 (2014) 5 17 12 as the capability of Danish research institutions to meet these needs.
P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 13 4. 3. Discussion of the cases Neither Research2015 nor the Globalisation Strategy was recognised by their key
lives P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 14 elements, such as workshops, hearings,
L. B. Rasmussen/Futures 59 (2014) 5 17 15 5. Conclusion and perspectives This paper aims to contribute to the discussion of national cultures'effects on national foresight exercises.
P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 16 24 P. A. Hall, D. Soskice, An introduction to varieties
P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 17
Evaluating local and national public foresight studies from a user perspective Nicole Rijkens-Klomp a b,,*Patrick Van der Duin c, d a International Centre for Integrated Assessment and Sustainable development (ICIS), Maastricht University, P o box 616,6200 MD Maastricht, The netherlands b Pantopicon
We are interested in finding out (1) how scenario analysis as a Futures 59 (2014) 18 26 A r T I C L E I N F O Article history:
Available online 21 january 2014 Keywords: Foresight Users Policy Scenarios Dutch government Local National A b s T R A c T In this paper, we discuss the opinions
and questionnaire research involving users in the local and national policy domain. 2014 Elsevier Ltd. All rights reserved.*
ww w. els evier. c o m/lo cat e/fu tu res 0016-3287/$ see front matter 2014 Elsevier Ltd.
P. Van der Duin/Futures 59 (2014) 18 26 19 The Overschie case involves the development and use of a qualitative scenario analysis as a strategic building block for a new strategic coalition
N. Rijkens-Klomp, P. Van der Duin/Futures 59 (2014) 18 26 20 3. 1. How familiar and experienced are policy-makers with the use of the scenario analysis method?
P. Van der Duin/Futures 59 (2014) 18 26 21 When the main motive for using foresight methods is not necessarily a desire to realise a concrete policy end-product (such as an agenda, vision or strategy),
P. Van der Duin/Futures 59 (2014) 18 26 22 flexibility of strategies, which was not how they were applied in most case studies (with the exception of The hague), because of a lack of time or expertise.
N. Rijkens-Klomp, P. Van der Duin/Futures 59 (2014) 18 26 23 way. Policy-makers were disappointed as a result of this,
however, that leadership is N. Rijkens-Klomp, P. Van der Duin/Futures 59 (2014) 18 26 24 a fragile factor.
N. Rijkens-Klomp, P. Van der Duin/Futures 59 (2014) 18 26 25 14 M. Van de Kerkhof, Debating Climate change.
N. Rijkens-Klomp, P. Van der Duin/Futures 59 (2014) 18 26 26
Global foresight: Lessons from a scenario and roadmapping exercise on manufacturing systems Cristiano Cagnin a b,,
less attention has been paid to the theory and Futures 59 (2014) 27 38 A r T I C L E I N F O Article history:
Available online 12 february 2014 Keywords: Innovation International foresight Roadmapping Scenarios Vision-building A b s T R A c T Geographical dispersion, organisational and cultural differences,
Overall, due to the heterogeneity of global projects, all four principles must also be implemented in keeping with a scalable design approach. 2014 Elsevier Ltd.
w ww. elsevier. co m/loc ate/fu tu r es 0016-3287/$ see front matter 2014 Elsevier Ltd.
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 28 In the design phase is important to structure aspects such the interactions between people (e g. participants, stakeholders, policy and decision makers,
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 29 of results. Conducting the investigation this way makes it possible to address multiple levels
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 30 online tools to engage project partners and the supporting roadmapping group4 in well-defined stages.
T. Ko nno la/Futures 59 (2014) 27 38 31 3. 2. Scenarios and joint vision A more in depth analysis of the findings of the state of the art and expectations
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 32 After the snapshots were developed within each of the four groups they were circulated to all project partners and IMS
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 33 1 3 years and to be concluded in 3 7 years;
Results are currently being used to develop further framework programme (FP) 7 calls and in shaping future RI calls from 2014.
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 34 calls, as well as workshops with industry.
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 35 The use of online tools was important to enable partners to collaborate across the project within dedicated spaces
T. Ko nno la/Futures 59 (2014) 27 38 36 devoted to the joint selection of variables to be used
and future EU calls after 2014. At the same time, the way in which the scenarios, the shared vision,
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 37 Acknowledgements The views expressed are those of the author
C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 38
Future-oriented technology analysis (FTA: Impact on policy and decision-making The 2006 FTA INTERNATIONAL SEVILLE SEMINAR Fabiana Scapolo a,, Alan L. Porter b c, d, Michael Rader e a European commission Directorate General Joint research Centre, Brussels, Belgium b R&d for Search Technology, Inc
(and even hyped) in the literature is a Futures 59 (2014) 39 49 A r T I C L E I N F O Article history:
Available online 21 january 2014 Keywords: Innovation Foresight User involvement User practices Future TV experiences Interaction A b s T R A c T This paper discusses the need for a shift towards more Foresight-based inclusive innovation processes
and contribute to the detection of potential user/societal needs and possible unexpected forms of use. 2014 Elsevier Ltd.
w ww. elsevier. co m/loc ate/fu tu r es 0016-3287/$ see front matter 2014 Elsevier Ltd.
/Futures 59 (2014) 39 49 40 Although in theory, such inclusive processes aim to strengthen the role and input of users into innovation,
/Futures 59 (2014) 39 49 41 IF aims to go beyond the‘here and now 'and is situated at the intersection of Foresight, user/market research and humancenntre product design.
/Futures 59 (2014) 39 49 42 survey was taken (end 2009) in percentage of Flemish digital TV-viewers.
The second column‘market potential+5y'indicates the experts'mean estimated potential five years from the moment of surveying (end 2014.
/Futures 59 (2014) 39 49 43 the TV AUDIENCE, this simplicity is however under pressure. As a result, it is crucial to reflect on current and future viewing practices
/Futures 59 (2014) 39 49 44 thoughts, comments and ideas (see Fig. 1 on the right.
/Futures 59 (2014) 39 49 45 Fig. 2. Schematic overview of the developed positive and negative personas.
/Futures 59 (2014) 39 49 46 in it, but considers herself as a non-expert.
/Futures 59 (2014) 39 49 47 stimulate users'imagination and to empower them to reflect on possible and preferable future developments in the context of TV experiences.
/Futures 59 (2014) 39 49 48 7 L. Haddon, E. Mante, B. Sapio, K.-H. Kommonen, L. Fortunati, A e. Kant
/Futures 59 (2014) 39 49 49
The roles of fta in improving performance measurement systems to enable alignment between business strategy and operations: Insights from three practical cases Sidnei Vieira Marinho a,,
despite the awareness that both researchers and executives have that organisational performance is linked directly to an alignment between Futures 59 (2014) 50 61 A r T I C L E I N F O
Available online 30 january 2014 Keywords: Performance measurement systems FTA Strategy Implementation A b s T R A c T Despite the growing number of publications on firms'performance measurement systems (PMS), consensus
The authors conclude by highlighting specific ways in which FTA can be integrated in the PMS proposed. 2014 Elsevier Ltd.
2014.01.015 0016-3287/2014 Elsevier Ltd. All rights reserved. endogenous variables (strategy, structure and processes) and exogenous ones (e g. environmental uncertainty and technology).
These actions S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 51 together represent the strategy translated into operational actions,
C. Cagnin/Futures 59 (2014) 50 61 52 into account the availability and facility to access information,
S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 53 system followed the designed phases and steps.
S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 54 attending the communities which depend on such social projects.
These are critical to enable it to become flexible S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 55 and adaptive,
C. Cagnin/Futures 59 (2014) 50 61 56 Foresight also supports the firm's and its stakeholders'ability to develop a joint vision
S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 57 intelligence systems, direction setting, priority setting, strategy formulation, marketing, organisational change,
) S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 58 Annex 2. Casual relationship diagram.
S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 59 5 S v. Marinho, L. M. S. Campos, P m. Selig, Critical analysis
lessons from scenario and roadmapping process on manufacturing systems, Futures (2014)( forthcoming. 52 M. G. Lipe, S. E. Salterio, The balanced scorecard:
S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 60 63 H. Akkermans, K. E. van Oorschot, Developing a balanced scorecard
S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 61
Toward networked foresight? Exploring the use of futures research in innovation networks Patrick van der Duin a b, 1,,
as firms look to advance their technology''6. Since Futures 59 (2014) 62 78 A r T I C L E I N F O Article history:
Available online 24 january 2014 Keywords: Innovation networks Futures research Foresight Networked foresight Open innovation A b s T R A c T Along with the rise of the now popular‘open'paradigm in innovation management,
Furthermore, effective instruments for the reinteggratio of knowledge into the networks'partner organizations are needed. 2014 Elsevier Ltd.
2014.01.008 0016-3287/2014 Elsevier Ltd. All rights reserved. the introduction of the term, studies using it have attracted increasing academic and corporate attention 7,
/Futures 59 (2014) 62 78 63 was redefined as‘‘a set of organizational routines and processes by
/Futures 59 (2014) 62 78 64 investigated in terms of type, scope and foresight role. The goal is to identify
/Futures 59 (2014) 62 78 65 once-set image of the future. At the same time, changes in the image of the future for example, due to an adapted vision as a result of leadership activities can mean that the transition path has to be adapted
/Futures 59 (2014) 62 78 66 field and carries out various foresight activities organized in separate programs and projects.
/Futures 59 (2014) 62 78 67 to act as guards against defective outside political influences while also making sure that the internal components of the network were aligned. 4. 1. 5. Networked foresight activities Foresight activities inside Rijkswaterstaat
/Futures 59 (2014) 62 78 68 innovation process, from futures research, topic identification and business field exploration to consortia building,
/Futures 59 (2014) 62 78 69 Innovation Agenda (SIA), reviewed and revised with support of the KICS once they were established.
/Futures 59 (2014) 62 78 70 executive steering board and a chief executive officer (CEO), who leads a management team with 12 members.
/Futures 59 (2014) 62 78 71 Given the doubtful existence of a clear vision at the beginning of the program the transition path was lacking direction.
/Futures 59 (2014) 62 78 72 provide frameworks for open innovation emerged in the last few years, e g.,
/Futures 59 (2014) 62 78 73 5. 3. Case 3: EIT ICT Labs The EIT ICT Labs have an elaborate mission
/Futures 59 (2014) 62 78 74 3. Some networked foresight activities, e g.,, the innovation radar, are used to provide the basis for the process model of the network especially
/Futures 59 (2014) 62 78 75 the network of constant network partners or on a contractual basis. The strategic role of foresight for the corporate strategy of the partners is the focus of attention.
/Futures 59 (2014) 62 78 76 In the literature review two paths that indicate networked foresight as the next generation of futures research were identified:
/Futures 59 (2014) 62 78 77 33 E. H. Kessler, A k. Chakrabarti, Innovation speed: a conceptual model of context, antecedents,
/Futures 59 (2014) 62 78 78
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