Nevertheless, the learning process (a feature of foresight) embedded in the proposed framework differs from the one entrenched in other management tools (Appendix 2) as learning also occurs according to the capabilities accumulated within the systems'operation.
or points of view (appreciation is another part of foresight) since this breaks down existing limits, brings coherence to everybody involved
to enable business networks 805 Foresight cannot remove the uncertainties any business faces and actually invests in:
Attention to the three basic requirements of foresight, appreciation, anticipation and learning, all of which imply numeracy,
Foresight can also expose a range of equally likely paths into the future that may permit more insightful decisions to be made by a business.
Foresight demands thatwittgenstein's dictum that‘methods pass the problem by'be in mind constantly.
Equally, Al Haig's dictum that‘vision without discipline is daydream'(Haig 1984) is necessary to prevent the outcomes of foresight becoming too expansive.
Once foresight has provided insights into possible business directions, forecasting and technollog assessment are essential associates, both
Through its components (foresight, forecasting and technology assessment), FTA has an undeniably arduous role to play.
cleaner production and foresight. He is developing EU and national projects related to sustainable manufacturing, RTDI priority-setting and regional coordination as well as joint programming and also supporting policy-making through the early identification of weak signals of emerging issues.
Foresight for smart globalizatiion accelerating & enhancing pro-poor development opportunities. Alexandria, VA: Institute for Alternative futures. http://www. rockefellerfoundation. org/uploads/files/cf248c9f-3d6c-434a-9d1e-7909bb4c1feb. pdf (accessed July 2012.
Global foresight: Lessons from scenario and roadmapping process on manufacturing systems. Futures. Cagnin, C. H. 2005.
The handbook of technology foresight. Cheltenham: Edward Elgar. Downloaded by University of Bucharest at 05:04 03 december 2014 814 C. Cagnin and D. Loveridge Gertler, M. S,
Community actors, institutions and multilevel governance in regional foresight exercises. Paper prepared for the STRATA ETAN Expert Group action on Mobilising the Regional foresight Potential for an Enlarged European union.
Giversen, J. 2003. The world's first ethical accounting statement. In Corporate values and responsibility the case of Denmark, ed. M. Morsing and C. Thyssen, 1st ed.,33 41.
Systems thinking for foresight. Phd thesis, Manchester Institute of Innovation research. Shelton, C. 1997. Quantum leaps. Butterworth-Heinemann.
Foresight in an unpredictable world. Proceedings of the fourth international Seville conference on futureorieente technology analysis, Seville, Spain.
After that, we demonstrate the‘widened'roadmapping approach by using four of VTT's foresight projects as case studies.
Section 4 presents four case studies of VTT's foresight projects. Finally Section 5 wraps up the argument and opens future avenues for further exploration.
These kinds of future manuscripts could also be produced with other narrative foresight methods, such as scenarios or‘genius forecasting'.
Modularisation also makes space for the combination of different foresight methods (Ahlqvist et al. 2007a, 2007b; Ahola et al. 2010.
This idea of a roadmap as a crystallised strategy chart separates roadmapping from other‘generic'foresight methods, such as Delphi or scenario processes.
Therefoore the emerging culture of strategy roadmapping should not be viewed as a‘pure'foresight methodology, but more as a hybrid of foresight and organisational strategy crafting.
Roadmapping can be used in strategy processes, for example, in the following ways (Figure 2: The first way is the building of a common vision.
In the following section, we use four examples of VTT's foresight projects to illustrate how roadmapping can be applied in constructing systemic capacities.
foresight and organisational learning methods were integrated in a workshop process. During the workshops in 2009, some 30 VTT researchers and management representatives built shared understanding of the field.
This integrated process was called learning by foresight and evaluation (with the acronym LIFE, learning by foresight and evaluation;
and knowledge spaces 833 Figure 5. The LIFE (learning by foresight and evaluation) process. for new services and service providers.
Nordic ICT Foresight: strategy space and visionary space, systemic II scope Our fourth case is Nordic ICT Foresight, an example of a systemic foresight exercise (Ahlqvist et al. 2007a, 2007b.
It focussed on building a policy-level perspective for Nordic-level developmeent The systemic policy orientation distinguishes Nordic ICT Foresight from the three previous examples.
The systemic orientation was visible in the‘Russian doll'style of layered project structuure the project operated simultaneously on the layer of separate ICT applications, on the layer of ICT adoption in four fields (the experience
Knowledge spaces and systemic capacities Nordic ICT Foresight can be perceived as a systemic II type of policy-oriented foresight process,
The knowledge spaces of the project are summarised in Table 6. Nordic ICT Foresight operated primarily in the strategy space.
It also attempted Figure 6. Nordic ICT Foresight process (Ahlqvist et al. 2007a,15. 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.
The fourth case, Nordic ICT Foresight, was oriented a policy exercise targeted at national and transnational (Nordic) scales.
The Nordic ICT Foresight aimed to foster the visionary notions of‘Nordic innovation culture'and‘common strategy region'in the context of ICT applications.
were somewhat singular foresight projects. This means that, even though they are inherent parts of the‘knowleddg continuum'at VTT,
and Nordic ICT Foresight which all represented different roadmap scopes and knowledge spaces. Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
The lessons of the article could be ennobled by putting them in a dialogue with other foresight methodds such as scenario and weak signal analysis.
Thus, foresight exercises would benefit from the increased historical depth, and historical analyses would benefit from the deeper engagement with how the contextual future perspectives are manifested in the past presents'.
He has published widely in the field of foresight, on topics such as roadmapping, emerging technologies and infrastructures,
Her research focusses on foresight and socio-technical change especially on organisational learning theories, network development,
Her research focusses on the links between foresight knowledge, corporate strategy, and innovation policy. She holds a Phd from Helsinki Swedish School of economics and Businessadministration and Lic.
Johanna Kohl is a senior scientist and a team leader in Foresight and Socio-Technical change team at VTT.
and foresight-related research in VTT. Her current research interests include, for example, emerging risks and critical infrastructure protection.
Nina Wessberg is a senior scientist in Foresight and Socio-Technical change team at VTT. Her current research interests are especially in sustainable energy solutions at the society.
Foresight 9, no. 4: 58 62. Ahlqvist, T. 2009. Roadmaps and policy-making. Lecture at the roadmapping course for DIIRD (Department of Industry, Innovation and Regional development), Victoria, Australia.
Foresight 12, no. 5: 3 26. Ahlqvist, T.,H. Carlsen, J. Iversen, and E. Kristiansen. 2007a.
Nordic ICT Foresight. Futures of the ICT environment and applications on the Nordic level. Helsinki:
Nordic ICT Foresight. Futures of the ICT environment and applications on the Nordic level. Summary report.
Technology foresight using roadmaps. Long Range Planning 28, no. 2: 21 8. Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
Management of foresight portfolio: Analysis of modular foresight projects at contract research organization. Technological Analysis & Strategic management 21, no 3: 381 405.
Lee, S.,andy. Park. 2005. Customization of technology roadmaps according to roadmapping purposes: Overall process and detailed modules.
International Journal of Foresight and Innovation policy 1, nos. 1/2: 4 32. Whittington, R, . and Cailluet, L. 2008.
Our endeavours should be considered within the FTACONTEXT (see http://foresight. jrc. ec. europa. eu/).Over the years,
Technology foresight: Types and methods. International Journal of Foresight and Innovation policy 6, nos. 1/2/3: 36 45.
Porter, A l, . and S w. Cunningham. 2005. Tech mining: Exploiting new technologies for competitiveadvantage. New york: Wiley. Porter, A l.,Y. Guo, L. Huang,
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
Originality/value This paper is a case study of combining outputs at the last stage of a national foresight exercise to identify areas where future innovation is expected.
Keywords Foresight, Combination, Delphi method, Scenario, Innovation, Sustainable development, Forward planning Paper type Case study 1. Introduction The situation surrounding science and technology has undergone a radical change in recent years.
Foresight has changed its role according to these changes: it aims to provide an overview of future impacts on our society in broader contexts.
Foresight activities in Japan have changed also their objectives. Their main role was to identify key or emerging technologies, looking into the development of science and technology and the expected changes in society.
Foresight is expected to facilitate a framework for integrated knowledge. 2. The 9th Science and Technology foresight in Japan A variety of methods have been adopted in alignment with the objectives of a project including extrapolative/normative methods or qualitative/quantitative methods.
Literature review, expert panel, and scenario are three major methods that are used commonly around the world,
it has enabled the enhancement of foresight objectives (Cachia et al. 2007) and reduced the burdens of cost and time (Gordon and Pease, 2006.
Combining methods has been recognized as a precondition of successful foresight since a variety of combinations have been discussed
) Meta-analysis on foresight methods shows the trends of combination (Popper, 2008: B scenario is used often with literature review, expert panel,
The 9th Science and Technology foresight in Japan (see Figure 1) focuses on science and technology,
The 9th Foresight exercise employed three different types of methods to meet this requirement: 1. Delphi that focuses on the technological aspect;
Figure 1 Overview of the 9th Foresight PAGE 8 jforesight jvol. 15 NO. 1 2013 2. 1 Setting global or national challenges The first step of the exercise
the 9th Foresight exercise narrowed down the course of actions, in terms of scientific and technological challenges, into the following four global or national challenges:
The Delphi survey in the 9th Foresight exercise aims to outline the future prospect of development in science
and Technology information for analysis is obtained from the Delphi survey and scenario building by group work in the 9th Foresight exercise.
and technology foresight clearly should define an image of the future and show the framework Figure 6 Ratio of topics that are related to several scenarios PAGE 16 jforesight jvol. 15 NO. 1 2013 toward its realization.
The 9th Foresight exercise was conducted under the concept of contributing to the future society. The points of the exercise were diversified interdisciplinary
This paper is a case study of combining foresight outputs at the last stage to identify the expected areas of future innovation
References Cachia, R.,Compano, R. and Da Costa, O. 2007),‘Grasping the potential of online social networks for foresight'',Technological forecasting and Social Change, Vol. 74 No. 8
‘‘The BMBF Foresight process'',paper presented at the 3rd International Seville Seminar on Future-oriented technology analysis, October 16-17, Seville.
European commission (2004), Converging technologies Shaping the Future of European Societies, European commission, Brussels. European commission (2009), Mapping Foresight:
Kanama, D.,Kondo, A. and Yokoo, Y. 2008),‘Development of technology foresight: integration of technology roadmapping and the Delphi method'',International Journal of Technology intelligence and Planning, Vol. 4 No. 2, pp. 184-200.
VOL. 15 NO. 1 2013 jforesight jpage 17 Loveridge, D. 1999),‘Foresight and Delphi processes as information sources for scenario planning'',Ideas In progress Paper No. 11, Policy
Mietzner, D. and Reger, G. 2005),‘Advantages and disadvantages of scenario approaches for strategic foresight'',International Journal of Technology intelligence and Planning, Vol. 1 No. 2, pp. 220-39.
National Institute of Science and Technology policy (2010),‘The 9th Science and Technology foresight'',NISTEP Report No. 140-142, National Institute of Science and Technology policy, Tokyo.
converging technology society'',National science Foundation, Arlington, VA. Popper, R. 2008),‘How are selected foresight methods?''''Foresight, Vol. 10 No. 6, pp. 62-89.
Corresponding author Yoshiko Yokoo can be contacted at: yokoo@nistep. go. jp PAGE 18 jforesight jvol. 15 NO. 1 2013 To purchase reprints of this article please e-mail:
Strategic dialogues for research policy making in Germany Frauke Lohr, Sebastian Hallensleben and Amina Beyer-Kutzner Abstract Purpose The mere generation of foresight results is not sufficient in itself to influence research policy.
Research policy makers need specific information and insight on how the structured view of the future provided by foresight affects their strategic planning.
Therefore, deriving the maximum benefit from foresight activities requires a carefully designed and actively driven transfer process of foresight results into research policy making.
and investigate the relevance of their theoretical foundations to transferring foresight results into research policy making.
Findings Strategic dialogues have proved to be an effective and efficient instrument for achieving the transfer of results from strategic processes such as foresight into research policy making.
They ensure that foresight results are processed into a form that is directly useful as an input for policy development.
Originality/value The transfer of foresight results into research policy making has featured not prominently so far in discussions of foresight efforts and methods.
Keywords Foresight, Strategic dialogue, Research policy, Stakeholder alignment, Scenario planning, Germany, Innovation, Strategic planning, Governance, Management Paper type Case study 1. The challenge of transferring foresight results Through research policy,
Foresight activities provide such a view and are therefore a crucial element in a responsible allocation of public funds to research efforts in academia and industry.
However, the mere generation of foresight results is not sufficient in itself, even if the foresight process was designed
and conducted with maximum care and methodological stringency. Research policy makers do not just require the structured view of the future that foresight activities provide
but also specific information on how this view affects their strategic planning. The key challenge is that research policy makers are not a homogeneous group, even within a single institution,
The relevance of a set of foresight results therefore needs to be explored individually for each research policy making unit.
and perspectives that may collide with the conclusions drawn from the most recent foresight results. In other words an organization might have to adapt its structure again and again to optimize its ability to absorb each round of foresight results
and act on them. In addition, the integration and implementation of foresight results may also require the creation of new infrastructure for interdisciplinary research.
This is an area that tends to be overlooked when research policy making only focuses on defining new research topics.
In this paper we demonstrate how existing approaches for transferring foresight results into strategic planning can be applied to research policy making.
and the German Federal Ministry of Education and Research related to transferring results from foresight and similar strategy processes into research policy making and research infrastructure creation. 2. Lessons from earlier work The challenge of transferring foresight results into strategic planning is well known in a business context.
Using the adaptation of businesses to sustainability considerations as an example, Cagnin and Loveridge (2011) discuss challenges as well as detailed models and processes.
They describe how a business can become more and more receptive to foresight results, and how the necessary changes can be captured
They also discuss the contributions foresight can make to the management system at different stages of development (cf.
Specifically with respect to research policy development in Germany, Meister and Oldenburg (2008) argues that both foresight and subsequent transfer activities have to be constructed as dialogue processes involving all relevant stakeholders.
With his summary of the key results of foresight activities in Germany in the early part of the last decade, he also illustrates once more their wide-ranging and interdisciplinary nature and hence the need for an active and carefully designed transfer to research policy making.
If the transfer of foresight results is essentially a dialogue process then the question arises
because the motivation and the challenges of those dialogues tie in with those of transferring foresight results,
Dialogues used for transferring foresight results into research policy development do not fit any of these categories
They are initiated wide-ranging dialogues by political sponsors of foresight activities and similar strategy processes and involve stakeholders from politics, academia, industry and society.
The overall aim lies in making foresight results as usable and useful as possible in the work of research policy makers and in turning the transfer into an integral part of policy development.
Table I their relevance to strategic dialogues for transferring the results of foresight activities and similar strategy processes into research policy development. 3. The situation in Germany To support research policy development the German Federal Ministry of Education and Research
(BMBF) conducts Foresight and related strategy processes. In addition, a number of other activities are oriented towards identifying
An efficient transfer of foresight results has to be secured proactively to grasp the opportunity to consciously shape future research in a competitive and dynamic environment The context is dynamic
At the same time, diverging interests, opinions and agendas pose challenges to the new and still crystallizing ideas contained in foresight results.
If those priorities change either in the light of foresight results or through unrelated shifts (e g. change of government after an election) then belief networks of research policy makers can be affected.
and drive the actual transfer of foresight results. It also has a long-term effect in that stakeholders who have been involved in the dialogue change their thinking
foresight is more radical than day-to-day activities of Figure 1 VOL. 15 NO. 1 2013 jforesight jpage 23 research policy makers,
but it is a first cut of describing the wide-ranging and fuzzy topic area provided by foresight results with a tight map that can be used as guide and context for the following steps. 4. 5 Step 5:
and they show the application of this dialogue approach in a range of different situations. 5. 1 Strategic dialogue to transfer results from the BMBF Foresight process Strategic dialogues were conducted, for example, for focus areas from the latest BMBF Foresight process (German Federal Ministry
In the first phase, the results of the Foresight process were reframed to pinpoint their relevance to each of the BMBF units
B ensuring relevance and a joint understanding through appropriate presentation and transfer of results from Foresight and related strategy processes;
and B compatibility with existing strategic planning activities in individual units within the BMBF. 6. Conclusions Strategic dialogues have proved to be an effective and efficient instrument for achieving the transfer of results from strategic processes such as Foresight into research policy making.
From the perspective of research policy makers, strategic dialogues provide the missing link to transfer the results of foresight and similar strategy processes into research policy making.
They ensure that foresight results are processed into a form that is directly useful as an input for policy development.
Through our work we have come to the conclusion that a carefully designed transfer of foresight results into research policy making would be beneficial in a wide range of situations, not just in Germany but also within the EU and internationally.
German Federal Ministry of Education and Research (2010a),‘BMBF Foresight'',available at: www. bmbf-foresight. de (accessed May 1, 2011.
German Federal Ministry of Education and Research (2010b),‘Zukunftsbild Morgenstadt'',available at: www. bmbf. de/pubrd/morgenstadt. pdf (accessed May 1, 2011.
Meister, H. and Oldenburg, F. 2008),‘Foresight und Innovation: Zukunfts denken Heute gestalten'',Beteiligung ein Programm fu r Wirtschaft, Politik und Gesellschaft, Physica Verlag, Heidelberg, pp. 119-38.
Experience from the German BMBF-Foresight process, ''paper presented at the Fourth International Seville Conference on Future-oriented technology analysis, May 12-13, Seville.
Foresight and‘‘grand challenges''within research and innovation policies Martin Rhisiart Abstract Purpose The paper seeks to discuss how foresight is used to understand the implications of global changes for research and innovation policies.
Design/methodology/approach The foresight project is described and provides knowledge and analysis for a broader, national research prioritisation exercise.
The paper analyses the implementation of The irish foresight exercise and the main outputs generated. It connects the results of the project with the literature on foresight
innovation and grand challenges. Findings The emergence of grand challenges within research and innovation policy discourse in Europe has refreshed key questions for foresight theory and practice.
Although many grand challenges have relatively clear implications for research and innovation (investment), others do not.
Keywords Foresight Grand challenges, Research and innovation policy, Research prioritization, Forward planning, Innovation, Ireland Paper type Case study 1. Introduction Foresight methods have been used widely around the world to enable the research
''Foresight has long been used for social purposes. However, with the increasing acceptance of grand challenges, Foresight is expected to make a contribution to orienting innovation towards broader issues (Georghiou et al.
2011; Ko nno la a et al. 2011). ) The provenance and scope of the grand challenges are discussed in the article, below;
It relates the case of foresight or future-oriented technology analysis (FTA) used for research and innovation policy agenda-setting, conducted in Ireland.
Several issues are addressed that are relevant for those interested in foresight, research and innovation, and grand challenges.
The method used in the case study is to examine outputs from the foresight project conducted on global drivers and trends and their (national) implications for research and enterprise.
Section 3 presents the methodology used in The irish case study. The main results from the foresight exercise on global drivers,
some conclusions and implications for research and practice are offered particularly on how foresight addresses the‘‘challenge of grand challenges''in research and innovation systems.
Grand challenges refresh and recast some important questions for Foresight and research and innovation policies. 2. Grand challenges the emergence of a new frame of reference In the public funding of research, there are often tensions between two basic principles:
and support in RTDI towards addressing grand challenges in areas such as energy, resources, demographic change, health and security. 3. Irish foresight project on global drivers and their implications for research and innovation:
This work was to follow the foresight exercise reported here, but the engagement with workshop participants indicated that there was a need for greater understanding of the pathways,
Foresight initiatives play an important role in this process by challenging the research and innovation communities to consider the impacts of changes in conditions, resources and other factors over different time horizons.
this article introduces a country level case study using a foresight approach to look at the implications of global drivers and trends for Ireland,
there are some important implications for foresight practice in RTDI and grand challenges. Assessing how the research and innovation systems can address grand challenges can be done through bottom-up approaches.
the foresight exercise undertaken in Ireland became a participatory, bottom-up process that assembled grand challenges by combining knowledge on drives
Part of the value of foresight in further work on RTDI policy in national contexts is to provide forward-looking assessments that are bottom-up,
foresight for research and innovation policy and strategy'',Futures, Vol. 43 No. 3, pp. 243-51.
Ko nno la A t.,Scapolo, F.,Desruellec, P. and Mu, R. 2011),‘Foresight tackling societal challenges:
Martin, B. R. and Johnston, R. 1999),‘Technology foresight for wiring up the national innovation system. Experiences in Britain, Australia and New zealand'',Technological forecasting and Social Change, Vol. 60 No. 1, pp. 37-54.
Foresight in science and technology policy co-ordination'',Futures, Vol. 31 No. 6, pp. 527-45.
Turkey's national technology foresight program: a contextualist analysis and discussion'',Technological forecasting and Social Change, Vol. 74 No. 8, pp. 1374-93.
S&t&i priorities for the Russian natural resources sector Sergey Shashnov and Anna Sokolova Abstract Purpose This paper aims to analyse three individual foresight projects referring to the natural resources sector in Russia, their interconnection
Design/methodology/approach The three foresight studies used different methodologies depending on the project's goal. First the projects'interconnections are explained.
Originality/value For the first time the paper presents an analysis of Russian foresight projects connected to the natural resources area and an evaluation of their influence on policy decision making.
Keywords Priority-setting, Russia, Natural resources, Long term planning, Foresight project planning, Innovation, Technology led strategy, Sciences Paper type Research paper 1. Introduction In recent years
The prospects and problems of the natural resources sector constitute a major section in most national science and technology foresight studies.
Many individual foresight exercises are devoted specifically to the rational use of natural resources and environment protection. These aspects are analysed also during the course of various foresight studies undertaken in such sectors as transport, energy, agriculture, etc.
In the last ten to 15 years, Japan (National Institute of Science and Technology policy, 2010), Finland (University of Joensuu, 2010), the UK (Loveridge et al.
In 2007, the RF Ministry of Education and Science initiated the National S&t Foresight until 2025 to identify S&t priorities (Sokolov, 2008a,2009.
Therefore for this additional investigation the RF Ministry of Education and Science initiated the second cycle of the National S&t Foresight until 2030.
Within the implementation of this foresight study it was realised that S&t priorities should be complemented by innovative priorities for corresponding development of the Russian management system in the field of natural resources,
The third foresight study commissioned by the RF Ministry of Natural resources and Ecology was devoted to exactly this task:
So, in Russia, three foresight projects related to the topic of natural resources were conducted. They were interconnected and the results of the earlier projects were used in the subsequent studies to accomplish the overall objective,
The analysis of these three Foresight projects is presented below. VOL. 15 NO. 1 2013 jforesight jpage 41 2. Methodology The methodology of the paper includes several steps:
then we describe foresight studies that created a base for our analysed projects. The structure of the project, including analysed S&t areas
and interviews were conducted with heads of project teams. 3. Russian FS approaches 3. 1 National S&t Foresight:
2025 (FS1) The aim of this foresight study was the identification of the most important and well-developed S&tareas in Russia in the long-term perspective.
PAGE 42 jforesight jvol. 15 NO. 1 2013 This study was based on another foresight study devoted to the identification of national S&t priorities and a corresponding list of critical technologies (Sokolov, 2008b.
''The methodology of this study included various expert and analytical techniques being engaged to prepare this S&t foresight (analytical research, bilbliometric and patent analysis, interviews with and polling of experts,
As the result of this foresight exercise a large database of promising S&tareas was created, with integrated scores for all selected criteria.
These issues were analysed deeply in the FS2 framework. 3. 2 National S&t Foresight: 2030 (FS2) The aim of this study was an evaluation of required resources
The National S&t Foresight: 2030 was based on the FS1 results and also on a renewed version of the National S&t priorities and Critical technologies.
This foresight methodology consisted of various expert techniques (surveys interviews, workshops), and analytical research. All in all, 50 in depth interviews, two expert surveys and over 20 workshops were held to prepare this national foresight.
More than 300 experts from the S&t and business communities, as well as government officials, took part in the exercise.
The FS2 criteria for the evaluation of technology groups were identified mostly on the basis of the results of FS1 (see Table I). National S&t Foresight:
and to supplement the results received from the previous project. 4. The influence of the foresight studies on policy decision-making As can be seen above,
The innovation and S&t priorities for the Russian natural resources sector were identified in the framework of three connected foresight projects.
Table IV The influence of the foresight studies on policy decision-making Influence on policy-making Evaluation of influence on policy-making FS1 The foresight data were used as an information source for many political purposes:
an environmental technologies action plan for the European union'',COM (2004) 38, European commission, Brussels. Loveridge, D.,Georghiou, L. and Nedeva, M. 1995),‘United kingdom Foresight programme, Delphi survey'',PREST
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S&t for the 21st century'',Foresight Consolidation Report, available at www. nrc-cnrc. gc. ca/Nordic Innovation Centre (2007),‘Foresight in Nordic innovation systems'',Nordic Innovation
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Sokolov, A. 2008a),‘Science and technology foresight in Russia: results of a national Delphi'',3rd International Seville Conference on Future-oriented technology analysis (FTA), 16-17 october, Seville, Book of Abstracts.
the Delphi study results'',Foresight, Vol. 10 No. 3 (in Russian. United nations Industrial Development Organization (2007), Technology foresight Summit Workbook, United nations Industrial Development Organization, Budapest.
University of Joensuu (2010),‘Foresight for the development of forest sector in Finland till 2020'',Future Forum on Forests of Finland.
Future challenges to the Finnish Forest Sector, University of Joensuu and Ministry of Agriculture and Forestry of Finland, available at:
I. and Popper, R. 2008), The Handbook of Technology foresight: Concepts and Practice, Edward Elgar, Cheltenham.
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