In a discussion of the use of the concept of systems thinking in foresight, Saritas distinguishes between external and internal context 6. The external context is the set of STEEPV factors (Social, Technological, Economical, Environment, Political
and technology priority setting in a small country: the case of Luxembourg'9. Other literature suggests that geographical regions are a useful form of contextual categorisation.
and more narrowly, on priority setting in science, technology and innovation policies. In the paper, we broadly adopt the European foresight Platform's definition of foresight as‘a systematic, participatory,
'In parallel with the term‘foresight',the term‘future-oriented technology analysis (FTA)' is used by the European commission's Joint research Centre Institute for Prospective Technological Studies (JRC-IPTS), for example.
JRC-IPTS has defined FTA as‘a common umbrella term for technology foresight, technology forecasting and technology assessment'12.
technology and innovation policies. 2. 1. Sociologists'and anthropologists'perception of culture Cultural differences and styles are very hard to quantify,
A considerable amount of technology development is financed by public or quasi-public institutions. This hybrid socioeconomic position of Denmark combined with the cultural aspects of low levels of power distance and uncertainty avoidance have important implications for the specificity of the foresight exercises in Denmark.
Denmark was not among the first countries to adopt foresight and similar systematic processes in policy making in science, technology and innovation policies or other policy areas.
science and technology have played traditionally a less important role in Denmark than in most of the comparable OECD countries.
Finally, for several decades, the Danish Board of Technology (DBT) has played an active and internationally recognised role in the political and wider public debate that concerns the potential and consequences of science and technology.
DBT has been serving as parliamentary technology assessment and utilised interaction-oriented methods, such as futures workshops, citizen panels and consensus conferences.
It must also be noted that together with the other Nordic countries, Denmark has established a well tradition of policy evaluation,
The combination of the widespread use of policy evaluations and the DBT's parliamentary technology assessment might have constituted a platform for policy making that would make the need for foresight less urgent.
In 1998, the Danish Board of Technology established an independent working group to analyse and assess the feasibility of a technology foresight programme in Denmark.
In this study, technology foresight was defined as‘‘dialogue activities and analyses of long-term developments in science, technology, economy and society with the aim of identifying technologies which may have economical and/or societal significance''29.
The working group recommended that the Danish parliament launched a programme for technology foresight that has a budget of DKK 25 30 million (ca. EUR 3. 3 4. 2 million) over three years.
and improve the decision-making base for investments in technology development in Denmark. The project can be done in connection with public investments in technological service and in connection with larger interdisciplinary research groups, for example'.
'1 Hence, technology foresight was seen to be part of the government's business policy and not, in particular, part of science policy,
L. B. Rasmussen/Futures 59 (2014) 5 17 11 the new Ministry of Science, Technology and Innovation.
In addition the Minister of finance and the Minister for Science, Technology and Innovation participated. From April 2005 to April 2006, the Globalisation Council held 15 meetings.
The task of coining out the priorities that was identified in the catalogue was given to the Danish Agency for Science Technology and Innovation (DASTI.
technologies Production and technology Bio resources, food and bio products Intelligent solutions for society Production systems of the future Strategic growth technologies Health and prevention From basic research to individualised treatment Chronic disease between prevention and rehabilitation
Human health and safety in the interaction with environment factors Healthy lifestyle what creates change?
research centre in Greenland 20 15 Competitive environmental technologies 10 0 Production and technology Bio-resources food and other bio products 45 50 Intelligent solutions for society 0 10 Health and prevention From basic research to individualised treatment 30 20 Human health and safety
Acknowledgements An earlier version of this paper was presented at the 4th International Seville Conference on Future-oriented technology analysis (FTA), 12 13 may 2011, JRC Institute for Prospective Technological Studies (IPTS) in Seville, Spain.
Handbook of Technology foresight, Edward Elgar Publishing, Cheltenham, UK, 2007.9 F. Glod, C. Duprel, M. Keenan, Foresight for science and technology priority setting in a small country:
the case of Luxembourg, Technology analysis & Strategic management 21 november (8))(2009) 933 951.10 L. Georghiou, J. Cassingena Harper, M. Keenan,
differences in new technology management, in: W. E. Souder, J. D. Sherman (Eds. 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:
Et prioriteringsgrundlag for strategisk forskning, Danish Ministry for Science, Technology and Innovation, Copenhagen, 2008p.91. P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 17
, Cogels Osylei 36,2600 Antwerp, Belgium c Fontys University of Applied sciences, Academy for Creative industries, Tilburg, The netherlands d Delft University of Technology, Jaffalaan 5, 2628
For instance, possible future economic issues can be related to social and technological issues, while (local and national) governments are organised often along these thematic pillars.
Guidelines for Strategic foresight, Social Technologies, LLC, Washington, 2006.2 K. van der Heijden, Scenarios: The Art of Strategic Conversation, Wiley, Chichester, 2005.3 H. Kahn, A. Wiener, The Year 2000, Macmillan, New york, 1967.4 P. Schwartz, The Art of the Long View, Wiley
insights from the FORLEARN mutual learning process, Technology analysis & Strategic management 20 (2008) 369 387.26 J. Schoonenboom, Toekomstscenario's en beleid,(Scenarios and policies), Beleid en Maatschappij
*Totti Ko nno la c adg Joint research Centre for Prospective and Technological Studies (JRC-IPTS), Seville, Spain b Center for Strategic studies and Management
and related interconnected systems (e g. social, technological, economic, environmental, political, value, cultural, among others) 6. Managers of international exercises must also take into account the distinctiveness of local, regional and national subsysstem around the world.
when organising the debate on the relevance 1 In reference to existing and emerging innovation capabilities based on technological (social and technological artefacts and infrastructures) options,
Each roadmap focused on one of five key areas of technology (KATS:(i) sustainable manufacturing, products and services;(
iii) key technologies;(iv) standardisation; and (v) innovation, competence development and education. The aim was to identify relevant research topics
political, industrial, technological, and other changes that could influence the realisation of the proposed idea.
Institute of Innovation research, 2006.7 TFAMWP (Technology Futures analysis Methods Working group), Technology futures analysis: Toward integration of the field and new methods, Technological forecasting and Social Change 71 (2004) 287 303.8 T. Ko nno la, A. Salo, V. Brummer, Foresight for European Coordination:
Developing National Priorities for the Forest-Based Sector Technology platform, International Journal of Technology management 54 (4.)(2011.
analysis of modular foresight projects at contract research organisation, Technological Analysis and Strategic management 21 (3)( 2009) 381 405.15 T. Ko nno la, V. Brummer, A. Salo
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.
Cooperative Strategies in International Business Joint ventures and Technology Partnerships Between Firms, 2nd ed.,Pergamon, Amsterdam, 2002.20 C a. Bartlett, S. Ghoshal, Managing Across Borders the Transnational
Insights from the FORLEARN mutual learning process, Technology analysis and Strategic management 20 (3)( 2008) 1 232.24 T. Ko nno la, Innovation roadmap:
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
.,Norcross, GA, United states c Industrial & Systems Engineering, Georgia Tech, Atlanta, GA, USA d Public policy, Georgia Tech, Atlanta, GA, USA e
and organised by the Institute for Prospective Technological Studies IPTS) which is part of the Directorate General Joint research Centre of the European commission.
1 The FTA acronym refers to strategic foresight, forecasting and technology assessment. doi: 10.1016/j. techfore. 2008.03.001 The six articles included in this Special issue were presented in 2006.
and the shaping of new research and technology development networks in European-wide innovation policy coordination. It also describes the major methodological challenges involved in the process.
Only in this way they would have required the elements to make strategic choices and influence technology emergence in advance.
Essentially, these are challenges for strategic technology intelligence and forward-looking tools. This is especially the case for implementations around Emerging s&t fields.
the impacts of new technologies (e g. the impacts of the internet on teaching; demographic change; increased competition and the need to do well in national and global rankings;
implementation and monitoring of the JRC work programme in support to the JRC's mission to provide scientific and technological support to the European community Policy making.
Previously, Fabiana was leading for more than 4 years the Foresight activities implemented by the Institute for Prospective Technological Studies (DG JRC-IPTS) located in Seville (Spain.
Alan Porter Dr. Porter is Director of R&d for Search Technology, Inc.,Norcross, GA. He is also Professor Emeritus of Industrial & Systems Engineering,
and of Public policy at Georgia Tech, where he co-directs the Technology policy and Assessment Center.
and books, including Tech Mining (Wiley, 2005). He focuses on text mining for technology intelligence, forecasting and assessment.
Michael Rader, Dr. Phil, Sociologist: studied sociology, psychology, political science and economics. Senior researcher at the Institute for Technology assessment and Systems analysis (ITAS) of the Research centre Karlsruhe, joined ITAS'forerunner AFAS in 1979 and has worked
since mainly on the impacts of information and communication technologies. Attachment to the Secretariat of the German Bundestag's Enquete Commission on Technology assessment prior to the creation of the German Parliament's Office of Technology assessment (TAB),
which is operated now by ITAS. Led several ITAS projects on information and communication technologies, convergence of nano, bio, info and cogno technologies and on a European Infrastructure for Technology assessment.
Formerly a co-editor of ITAS'quarterly journal TA Datenbank Nachrichten now Technology Assesment Theory and Practice.
Member of the group advising the Institute for Prospective Technological Studies of the Joint research Centre (IPTS, now European commission, Directorate-General Joint research Centre, Institute for Prospective Technological Studies) on the production of the IPTS Report.
Former member of the Executive Committee of the European Science and Technology observatory (ESTO network) and of the Scientific Steering committee of The European Techno-Economic policy Support Network (ETEPS.
Involved in the management of the European Technology assessment Group providing scientific services for the European parliament's Scientific Technological Options Assessment (STOA) panel, the technology assessment unit of the European parliament.
Internet: http://www. itas. fzk. de. 461 F. Scapolo et al.//Technological forecasting & Social Change 75 (2008) 457 461
Towards Innovation Foresight: Two empirical case studies on future TV experiences for/by users Katrien De Moor a b, 1,,
*Ozcan Saritas c, d, Dimitri Schuurman b, Laurence Claeys b, Lieven De Marez b a Department of Telematics, Norwegian University of Science and Technology
Department of Telematics, Norwegian University of Science and Technology, O. S. Bragstads Plass 2a, 7491 Trondheim, Norway.
The nature of innovation in this new era is fundamentally different from the earlier technology push
and finally the recognition of the close relationship between Science, Technology and Society due to the limits to the‘plasticity'of the society,
Social Shaping of Technology perspective), whose needs, values and expectations should be tapped'systematically 8, 9. In so-called‘user-driven innovation,
participatory and forwardloookin process towards the‘social shaping of technology'.'IF is a basis for stimulating a future-oriented innovation dialogue that enables different types of users
From the seventies and eighties onwards, several proactive and more bottom-up technology assessment approaches emerged in different countries,
A number of concepts and approaches were proposed, such as Constructive technology assessment (CTA), Participatory Design and Participatory Innovation 13,14.
CTA, for example, with its aim of broadening design and development processes and early interaction between the relevant technology and societal actors, can be considered an initial attempt at Innovation Foresight.
CTA drew strongly on the inclusivity of broader social constituencies and interaction with current and anticipated future users in Research
For instance, active and continuous user involvement have been said to lead to‘unique and valuable ideas for future development'15, to more‘socially and environmentally friendly technologies',to an increased‘quality of innovations'16
improved acceptance and social embedding of technology, broadly supported decision-making on innovation'.'At a more tangible level, it has been argued that active involvement of users helps to create a good fit between the needs, expectations,
aspirations of users and the actual product or technology that is envisaged or might be developed. K. De Moor et al./
Similarly, aspects such as the technological complexity and lack of references to existing products seem to constrain users to think about possible future products.
little attention is given to unexpected or unanticipated forms of use of a (future) product/technology,
Although it is unknown in the present who the future users of a technology or product will be,
Moreover, other Foresight methods such as horizon scanning, scenarios, customer and technology trend analysis, and roadmapping are used commonly for the identification of technological opportunities and exploration of possible future markets in this respect.
Nevertheless the introduction of the future in inclusive processes aimed at enhancing users'input into the innovation process remains problematic.
overaan underestimations of technological and social developments, and unanticipated use; the need for accurate insight into and anticipation of user's needs and expectations;
participatory and forward-looking way to engage in the‘social shaping of technology'.'IF is defined as‘‘the systematic involvement of users
which is still predominantly technology-driven and de-contextualised 21, K. De Moor et al.//Futures 59 (2014) 39 49 41 IF aims to go beyond the‘here and now
The starting point for this study was the observation that this very popular medium has been the subject of rapid technological evolution over the last few years.
Technology-driven impulses and developments have resulted in continuously improving sound and image qualities (e g.,, immersive 3d TV experiences), ubiquitous TV experiences via mobile devices, advanced possibilities for on demand viewing, etc.
the current viewing practices have not evolved at the same pace as the technological possibilities 31.
This persona does threatened not feel by new technology at all, and is interested Fig. 1. Examples the cultural probe tools (Day 4 and Day 6). K. De Moor et al./
and because of the assumed lack of skills to use the technology. The negative analogue persona (NP1) on the other hand is a light TV viewer,
The positive digital Internet TV viewer (PP3) is very much into new technologies and has a real innovator profile.
but not yet domesticated the technology. Moreover, the NP3 is characterised by a need of assistance by others to use the technology. 3. 2. 2. 3. Phase 3. The cultural probing exercise
which was conducted in phase 3 helped the respondents to reflect on how they might engage with TV as a medium in the future
Tapping users'imaginative potential may not necessarily lead to breakthrough innovative ideas, yet it offers a way to open up the innovation process,
and Profiting from Technology, Harvard Business school Press, Boston, 2003.2 P. Trott, D. Hartman, Why‘open innovation'is old wine in new bottles, International Journal of Innovation Management 13 (2009) 715 736.3 C. Cagnin, D. Loveridge, O. Saritas, FTA
learning from science and technology studies, in: C. Cagnin, M. Keenan, R. Johnston, F. Scapolo, R. Barre'(Eds.
2005.8 E. Von Hippel, Democratizing Innovation, MIT Press, Cambridge, 2005.9 R. Williams, D. Edge, The social shaping of Technology research Policy 25 (1996) 865
Presentation at Vienna University of Technology, 27,september 2010. 13 J. Buur, B. Matthews, Participatory Innovation a research agenda, in:
Proceedings Participatory Design Conference, 2008, pp. 186 189.14 J. Schot, A. Rip, The past and future of constructive technology assessment, Technological forecasting and Social Change 54 (1997) 268
Lente, The Sociology of expectations in Science and Technology, Technology analysis & Strategic management 18 (2006) 285 298.18 P. den Hertog, R. Smits, The Co-evolution of Innovation theory, Innovation Practice
An Analysis of the Possible Roles of Parliamentary Technology assessment in Innovation policy, Copernicus Institute, Utrecht, 2004.19 K. De Moor, K. Berte, L. De Marez, W. Joseph
Challenges of user involvement in future technology analysis, Science and Public policy 37 (2010) 51 61.20 C. Lettl, User involvement competence for radical innovation, Journal of Engineering and Technology management
and Communication Technology: a literature review, ejov Special issue on Living Labs 10 (2008. K. De Moor et al./
*Cristiano Cagnin b c a Universidade do Vale do Itajai'(UNIVALI), Floriano'polis, Brazil b Joint research Centre for Prospective and Technological Studies (JRC-IPTS), Seville, Spain
and processes) and exogenous ones (e g. environmental uncertainty and technology). The truth is stated that, as by 18,
forecasting and technology assessment can play a number of important roles in linking a firm's strategy to its implementation across the value chain.
In this context, the inclusion of forecasting and technology assessment features would allow further experimentation (e g. modelling) in relation to the possible pathways actors can pursue both individually and collectively.
*Tobias Heger c, Maximilian D. Schlesinger d a Delft University of Technology, Jaffalaan 5, 2628 BX, The netherlands b Futures research & Trendwatching at the Fontys University
how technology intelligence processes can be organized 4 and how corporate foresight affects companies'innovative capabilities 5. In 2003,
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:
Delft University of Technology, Jaffalaan 5, 2628 BX, The netherlands. Tel.:++31 15 27 81146. E-mail addresses:
1. Technology push: innovation processes are rooted linear and in scientific discoveries and technological knowledge, leading to the development of products and services. 2. Market pull:
innovation processes are (still) linear and start with discovering market and societal needs which form the basis of innovation processes.
Therein, technologies suitable for new products and services that satisfy the previously identified market and societal needs are developed. 3. Parallel processes:
innovation processes start with a new technology or with market needs. Innovation processes become less linear and feedback and feed-forward linkages are established. 4. Innovation in systems or networks:
Since the 1940s, the way people and organizations have looked at the future has changed from a technology-oriented attempt to predict the future toward a more exploratory perspective that incorporates many different societal aspects (e g.
economic, social, political, cultural and technological. Up to the 1980s, futures research focused on forecasting future developments by applying s-curves, Delphi studies and mathematical models 18 20.
1 Fast technological change 31 and increasing complexity of products 32.2. High innovation speed 33.3. Shortening product life cycles 34.4.
, scenario analysis, technology forecasting, roadmapping, and backcasting or the above-mentioned s-curves, Delphi studies and mathematical models. Thus, it supports companies'efforts to sense change
fast technological change and innovation speed to corporate foresight through the necessity of companies to renew their strategic resources as a result of these factors.
Innovation processes Futures research Generation 1 Technology push Technology forecasting Generation 2 Market pull Technology assessment Generation 3 Coupled innovation processes Exploratory futures research Generation
a research and consultancy institute in the area of delta technology. 4 WINN was supposed to‘‘engage on a joint search with the country's society, business community and scientific sector for durable and innovative combinations of the use and space and society''.
and Gemu nden 5. Foresight role Impact Initiator role Identify new needs Identify emerging technologies Identify competitors'concepts early Strategist role Assess
EICT In 2004, the five German founding partners of the European Center for Information and Communication Technologies (EICT) Deutsche telekom AG (DTAG), Daimler AG (DAG), Fraunhofer-Gesellschaft
and communication technology. 5 The aim of pooling innovation activities in the ICT market was based on three considerations at the time of its foundation:(
Accordingly, EICT aims at facilitating open innovation by providing a setting that is conducive to the flow of information between industry and research in information and communication technologies (ICT),
EIT ICT Labs The European Institute of Innovation and Technology (EIT) is the latest attempt of the European commission (EC) to increase European innovation performance.
At the end of 2009, the first three KICS in the areas of climate change (Climate KIC), energy (KIC Innoenergy) and Information and Communication Technologies (EIT ICT Labs;
, scenario analysis, multi-issue actor analysis, roadmapping Project 2. 3 Thematic innovation radar Identifies new technologies, trends and topics in a predefined thematic field Project 2. 4 Working group Provide a setting to explore future topics
technology transfer activities, so-called spearhead research activities, and an annual selection process (quality assurance) add to the aforementioned foresight instruments innovation radar
in yet underexplored business fields Project, singular activity 3. 6 Technology transfer program Increases the transfer activities from academia to business by detecting, stimulating
and supporting technological opportunities within universities and research institutes Program 3. 7 Innovation radar Identifies new technologies,
trends and developments in selected fields, establishes a common outlook on the future of ICT
and a strong ties across the locations of the network Program 3. 8 Yearly selection process Identifies underdeveloped technological
, Joint Technology initiatives (JTIS), the European Alliance for Innovation and the EIT KICS (case 3). Thus, the image of the future for EICT seems to be need in of an update. 8 The partner structure of EICT of a research institute, a university
the network is used to identify new needs, emerging technologies, and to a lesser degree competitors'concepts at an early stage (initiator role of foresight).
(organizations) 3. 6 Technology transfer program & (&) Open (organizations) 3. 7 Innovation radar & (&) Open (organizations) 3. 8 Annual selection process (&) & Closed network
consolidate and evaluate new ideas, technologies, etc. as well. Furthermore, when considering the secondary goals of the various activities it becomes apparent that the opponent role is of great importance within the EIT ICT Labs as well.
factors in new product success, European Journal of Marketing 14 (1980) 277 292.2 J. Tidd, Managing Innovation Integrating Technological, Market and Organization Change
technology commercialization in large firms: results of a quantitative benchmarking study, R&d Management 37 (2007) 383 397.5 R. Rohrbeck, H. Gemu nden, Corporate foresight:
and Profiting from Technology, Harvard Business school Press, Boston, 2003.7 M. Dodgson, D. Gann, A. Salter, The role of technology in the shift towards open innovation:
towards an agenda, R&d Management 36 (2006) 223 228.10 C. Edquist, Systems of Innovation Technologies, Institutions and Organizations, Routledge, Oxon, 1997.11 D. Rigby, C
Management 40 (2010) 213 221.13 S. Liyanage, Towards a fourth generation R&d management model research networks knowledge management, International Journal of Technology management 18 (1999) 372 393.14
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
Strategic management Journal 21 (2000) 1105 1121.31 A. Sood, G. J. Tellis, Technological evolution and radical innovation, Journal of Marketing 69 (2005) 152 168.32 G
An Integrated Framework of Cyclic Networks for the Assessment of Technological change and Sustainable growth, Delft University Press, Delft, 2000.48 G. Berkhout, The Cyclic Nature of Innovation.
Communication from Commission President Barroso (COM 2005), 2005.52 EIT ICT Labs, European Institute of Innovation and Technology:
ISPIM Innovation Symposium, Wellington, 2011.59 R. Rohrbeck, L. H. Pirelli, The European Institute of Innovation and Technology:
which addressed the challenge of increasing the impact of future-oriented technology analysis on policy and decision-making. HE RECENT ONSET OF CRISES AND challenges ranging from climate change, finanncia and economic downturns,
forecasting and technology assessment to reflect on these challenges. The third conference focused on the impact that FTA can have on policy and decisiionmaking and its implications.
karelherrmanhaegeman@ec. europa. eu. Dr Jennifer Harper is at the Malta Council for Science and Technology, Villa Bighi, Kalkara CSP 12, Malta;
and shape future technological developmennts mainly, technology foresight, technology forecasting and technology assessment. The FTA labbe brings together a set of widely differing techniqques
building on a typology proposed during the first FTA conference in Seville by the Technology Future Analysis methods Working group (see Table 1). Keenan
Karel Haegeman is a scientific officer at the Institute for Prospective Technological Studies of the European Commisssion His activities focus on both advancing
Dr Jennifer Cassingena Harper is the director of policy within the Malta Council for Science and Technology with responsibility for national research and innovation strategy and foresight.
She represents Malta at EU level on the Joint research Centre Board of Governors, the Euro-Mediterranean Monitoring Committee for Research and Technology development and the Framework programme 7, Regions Programme Committee.
and application of the ways that science and technology contribute to economic and social development, of the possibilities for managing research and technology more effectively,
Technology watch, tech mining (Porter and Cunningham, 2005), web mining (van de Lei and Cunningham, 2006) Descriptive Bibliometrics
, complex adaptive systems modelling, chaotic regimes modelling, technology diffusion or substitution analyses, input output modelling, agent-based modelling Logical/causal analyses
Roadmapping Backcasting, technology/product roadmapping, science mapping multipath mapping (Robinson and Propp, 2006) Scenarios Scenario management, quantitatively based scenarios, different emphases and dark scenarios (Punie et al.
which helps to understand how technology can be used to combat EID at every stage of their lifecycle.
The project also created a new network of scientific and technological experts in the area of biosecurity,
a consortium of industry partners and the Interdiscipliinar Institute for Broadband Technology founded by the Flemish government.
Technology assessment: Methods and Impacts. Springer: Berlin, Heidelberg, New york. Eerola, A and I Miles 2008. Methods and tools contributing to FTA.
Tech Mining: Exploiting New technologies for Competitive advantage. New york: Wiley. Punie, Y, I Maghiros and S Delaitre 2006.
Dark scenarios as a constructive tool for future-oriented technology analysis: safeguaard in a world of ambient intelligence (SWAMI.
In Future-Oriented Technology Analysiis Strategic intelligence for an Innovative economy, C Cagnin, M Keenan, R Johnson, F Scapolo and R Barré (eds..
a case of the Technology Promotion Association (Thailand Japan. Paper presented at the Second International Seville Seminar on Future-oriented technology analysis,
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