Smith 2002) draws our attention to various policy practices relying extensively on the knowledge, experience and competence of the different stakeholders concerned.
this implies a need for participation of stakeholders. Further, the role of government is shifting from being a central steering entity to that of a moderator of collective decision-making processes.
3) Policy facilitating by building a common awareness of current dynamics and future developmment as well as new networks and visions among stakeholders,
technology and innovation options among players, creating debate Awareness of the systemic character of change processes Foresight skills are developed in a wider circle Dialogues in new combinations of experts and stakeholders and a shared understanding
between panel work and broad participation The participatory nature of the strategic process is demonstrated by involving more than hundred stakeholders from various areas in the panel work,
but also by the three public events that were organised at the beginning, at mid-term and at the end of the process in order to gather further input from a broad range of stakeholders.
the public forum at mid-term could draw on the active participation of experts, stakeholders and citizens in four thematic forums.
A combination of experts and stakeholders from the key organisations involved in the research and policy fields covered by the respective panels was sought.
It had to ensure the coordination with the vice-mayor's office, with the key stakeholders and between the four panels.
the RTI-strategy of the City of Vienna was presented to an equally large audience of several hundred participants, backed by the mayor, city councillors and key stakeholders.
experts and stakeholders together who had interacted hardly with each other before. Ashared understanding of the future challengeswas created,
they could not be defined individually by any of the stakeholders. A key role in this negotiation process was played obviously by the panel chairs (in accepting suggested initiatives on new draft panel documents) and by the vice-mayor's office (in accepting proposals on draft versions of the final
The case of stakeholder image construction in a municipal vision project Stefanie Jenssen a a Centre for technology, innovation and culture (TIK), University of Oslo, Norway Published online:
The case of stakeholder image construction in a municipal vision project, Technology analysis & Strategic management, 21:8, 971-986, DOI:
The case of stakeholder image construction in a municipal vision project Stefanie Jenssen*Centre for technology, innovation and culture (TIK), University of Oslo, Norway The article addresses the theme of foresight and equality in the area of stakeholder participation
Empirically, the case at hand illustrates the challenges posed by stakeholder participation based on the concept of‘Inclusive foresight'.
and argued for their authenticity as important social stakeholders. The term stakeholder image construction describes here a predefined process in
which a social group is associated with seemingly inherent characteristics, including social, cognitive and political dimensions. By creating a specific image of young people
the project leadership resolved issues of stakeholder interests and futures literacy before they received their contributions.
Constructing a desired image of specific stakeholders predefines considerably their potential as participants and the scope of their contributions in visioning projects.
The article contributes to discussions of inclusive foresight by showing how stakeholder image construction poses questions of power relationships in municipal long term governance.
stakeholder participation Introduction Foresight is among the most widespread and accepted forms of organised future-oriented activities today. 1 As a widely applied method for dialogical future thinking,
such as knowledge workers (including experts), stakeholders and users of public services. In its ideal form, Foresight today integrates long-term planning,*Email:
10.1080/09537320903262397 http://www. informaworld. com Downloaded by University of Bucharest at 05:10 03 december 2014 972 S. Jenssen multi-stakeholder dialogue
and strategic decisions. 3 In their seminal paper on‘Inclusive foresight'Loveridge and Street (2005) argue that the credibiilit of foresight is dependent on extending participation to social stakeholders, especially those not normally seeking participation themselves.
'Loveridge and Street (2005,47) describe stakeholders as‘individuals or groups which can be affected by and/or affect an organisation and its activities'.
In the Norwegian municipal visioning project stakeholder participation was socially and politically legitimised by the municipal government and the municipal employees responsible for the project.
The stakeholders in this particular case were participants in a communal effort, also called‘local stakeholders'.
To underline the importance of participation in the vision-building project, the project leadership drew upon a specific image of young people as stakeholders in municipal development.
How did this particular image of young people as stakeholders influence their involvement and the final results of their participation in the project?
The idea of an‘image'of stakeholders is used here not in a managerial sense, as in the image of an organisation or firm which continuously has to be updated
in order to communicate effectively with its stakeholders, the question here is which image an organisation might create of its stakeholders to legitimise its strategic choices.
This specific case of municipal visioning illustrates how an image of young people was created in order to endow them with stakeholder characteristics that fit the objectives of the vision project.
Relevance of case study What picture do we have of young people between 14 and 19 years of age?
This, however, emphasises questions such as to what extent stakeholders should be involved in the process, which ideas of the future should be labelled as‘desired
After that, planners began to talk about‘community visioning'as a new method of‘soliciting stakeholder input for the creation of collective plans'.
Thirdly, this discussion of stakeholder image construction in foresight is inspired by issues of reflexivity in social theory (Giddens 1991;
workshops conducted with different stakeholders, internal meetings of the department responsible of the project and open hearings in the community council related to the project.
which the idea of assumed shared values collided with the ideal of community engagement. 9 The following discussion of how an image of schoolchildren as stakeholders
however, shows that the collection of young people's contributions was preceded by the construction of a specific image of them as stakeholders.
This paper argues that constructing a specific image of young people as stakeholders points towards a dilemma of inclusive foresight that cannot be rectified by specific management and process principles.
It arises when social stakeholders are made participants in a foresight process aiming at producing one desired vision of the future.
Social-economic, cognitive and political stakeholder image construction The initial justification for involving young people in the vision project
Defining young people as embodying the future made them important stakeholders in the further development of an already wealthy community.
One important aspect of creating an image of young people as primary stakeholders was their social and economic position within the community.
Thus a specific social-economic image of young people as stakeholders was indispensable for their participation.
Although as stakeholders their social definition as‘young people'was essential for their participations, when it came to their contributions their present social status was not
Stakeholder image construction: from authority to authenticity This specific case of a municipal vision project is not about the involvement of authoritative experts in foresight.
The stakeholders described in this case are also not sponsors of the exercise or‘organisations that might be expected to act in the light of the exercise's findings'(Keenan 2002,49).
The participation of young people as stakeholders in the vision project is an example of a wider legitimation movement that does not base stakeholder participation on authority but on authenticity (Brown and Michael 2002.
which they constructed an image of this group as authentic stakeholders regardless of their knowledge or possibilities to influence political decision making.
however, this image construction as authentic stakeholders was not enough to define their role as participants.
981 Table 1. From stakeholder to participant how the young people were defined as authentic stakeholders,
Areas Pre-definitions as stakeholders Preconditions for their contributions as participants Cognitive Young people are the future Imagine yourselves as grown-ups in 2020!
an additional stakeholder and participant construction by the project leaders was needed to ensure a desired outcome of the project.
The young people were asked to contribute with ideas matching their image as stakeholders already constructed.
longteer planning and decision-making. 19 If the young were authentic stakeholders, what perspectives and insights were they to contribute to the project?
The administrative and political leadership's construction of a specific stakeholder image and the preconditioning of the young people's contributions is a good example of exactly this performative way of exercising rhetoric and representative power in a municipal planning process.
Stakeholder image construction is a political issue in foresight. In the case of Lundal's visioning project,
Her main interests are negotiations of economic and social value in future orientation, reflexivity and stakeholder participation as well as collective scenario writing,
Using expert and stakeholder panels in technology foresight principles and practice. Foresight Methodoloogie 45 59. UNIDO. http://www. tc. cz/dokums publikace/tf-course-textbook-unido 1085 11. pdf (accessed September 2009.
for instance by improving the stakeholders'understanding of the R&i system or by fostering collaboration processes within innovation networks (cf.
choices about how many stakeholder groups will be consulted; whether the full diversity of their perspectives will be retained in the final results;
and explicit expectations that are placed on them by diverse several stakeholders. These expectations can rarely be met
modes of stakeholder participation, perspectives on analytical methodologies and manageemen styles, among others (cf. Rask 2008.
2) exclusive vs extensive engagement of stakeholders;(3) consensual vs dissensual development of recommendations; and (4) fixed vs autonomous management of the process. 4. 1. Instrumental vs informative use of foresight results In terms of alternative modes of harnessing foresight conclusions,
Downloaded by University of Bucharest at 05:11 03 december 2014 998 A. Salo et al. 4. 2. Extensive vs exclusive stakeholder engagement Extensive stakeholder engagement refers to foresight approaches where the number of participants is high
and where possibilities for participation may be opened to all interested participants from different stakeholder groups, even if this may cause a certain degree of unpredictability and cause management challenges.
In contrast, exclusive stakeholder engagement refers to expressly controlled stakeholder participation that may be driven, say, by the need to ensure a balanced representation of the different stakeholder groups.
Along this dimension Finnsight was unequivocally characterised by exclusive stakeholder engagement. This was partly because the panel approach, together with the tight schedule,
placed constraints on the number of participants that could be invited; moreover, there was a need to achieve a balance of scientific and technological fields,
This notwithstanding, some steps towards broader stakeholder engagement were taken, most notably by encouraging the panellists to consult their own professional networks
and merging empirical/analytical methods with stakeholder engagement processes 5. The positioning was aimed at perceived overlapping fields of practice among technology foresight, forecasting, intelligence, roadmapping, and assessment.
engaging relevant stakeholders and creating common visions that move into action. Among FTA TOOLS foresight is posited as the most suitable for providing policy support to address major societal challenges.
This picks up the point above, that stakeholder engagement and participation is at the core of foresight activities
CSP 12, Malta Fabiana Scapolo1 European commission Directorate General Joint research Centre (JRC), Programmes and Stakeholders Relations, Square de Meeu s, 8, Office
/Futures 43 (2011) 232 242 234 with extensive formal and informal consultation of stakeholders including scientists and research organisations.
but also to engage relevant stakeholders and create common visions into action 25, 27. Furthermore, Foresight processes are supposed to help designing new value networks that are based on the novel combinations of technologies, organisational partnerships and institutional arrangements.
and even the destruction of lock in conditions by engaging different stakeholders in the proactive generation of rivalling visions for competing coalitions based on different value networks with different architectures, configurations, features and standards 37,38.
and helps synchronize the strategies and joint actions of different stakeholders (e g. 39). Efforts reaching the consensus may,
Arenas of governance Foresight objective Priority-setting Networking Building visions Strategic orientation Macro policy priority setting National/EU level stakeholders networks Overall political
level vision building Programming Programmes scientific priority setting Programmes stakeholders networks Sectoral vision building, context of roadmaps Performing Research institutions strategic processes Research institutions
partners and stakeholders networks Research institutions first step in strategic process A. Schoen et al.//Futures 43 (2011) 232 242 236 For instance, the progressive sliding of the field of biocatalysis away from‘catalysis'within chemistry towards biotechnologies illustrates an actual reconfiguration of a current knowledge area that is combining splitting and merging
The European Technology platform (ETP)‘‘Plants for the Future''is a stakeholder forum for the plant sector,
The immediate conclusion for Foresight is need the for consensus building among stakeholders from industry and civil society for a further development of the European research and innovation system.
and goals that was developed with a broad range of stakeholders including consumer and environmental organisations (Plants for the Future 2005).
The paradigm shift from the one gene one function towards a holistic approach that is one the one hand challenging the safety assessment of commercialised GM plants offers on the other hand a cognitive opportunity for modifying stakeholders alignment of interests.
The generation of socio-technical scenarios in a stakeholder dialogue may well create a more reliable ground for transferring research results into successful nano-innovations.
and industrial research programs and much looser connections with social stakeholders. However the pattern of proliferating growth
and more precisely the paradigmatic shift away from the one-gene-one-function approach offers an opportunity for modifying stakeholders'alignment of interest for tackling persistent social concerns.
Presentation at the 2nd PRIME Indicators Conference on STI Indicators for Policy Addressing New Demands of Stakeholders, Oslo, 28 30,may 2008. 47 A. Bonaccorsi, The dynamics of science in the nano
where the openness extends through wider stakeholder involvement, a broad thematic perspective, an ongoing process, and a sensitivity to disruptive trends.
Beyond this if we expand the vision to innovation policy the focus is very much upon using foresight methods to achieve alignment of the principal stakeholders around an agenda for the future.
those seeking to engage key stakeholders through shortduraatio activities such as scenario workshops, and on the other hand ongoing activities such as horizon scanning activity which provides the basis for informing the first type of approach.
and a process of participation or consultation with either external experts or extending to broader stakeholders.
need to be brought into the range of engaged stakeholders if the user producer learning space is to be appreciated properly 32.
and other stakeholders represents a further barrier which may be rooted in institutional structures and limited human resource capabilities among other reasons 33.
and towards that facilitation and monitoring of stakeholder processes that do not necessarily have a central agent.
both for the quality of results and to convince the regulatory bodies and other stakeholders of their utility.
, Calle Vi'ctor Andre's Belaunde, 36,4 C, 28016 Madrid, Spain b European commission Directorate General Joint research Centre (JRC), Programmes and Stakeholders Relations
but also to engage relevant stakeholders and create common visions into action 2, 3. Furthermore, foresight processes can also become a pertinent design phase for the creation of new value networks that are based on the novel combinations of technologies, organisational partnerships and institutional arrangements.
but also to engage relevant stakeholders and create common visions and action plans 2, 9. Furthermore, foresight processes can often be seen as a pertinent design phase for the creation of newvalue networks that are based on novel combinations of technologies, organisational partnerships and institutional arrangements.
And finally, the fourth dimension deals with different ways of engaging stakeholders in the project. In each of the four dimensions archetypal dichotomies are conceptualised for the further characterisation of a foresight project.
The management approach and stakeholder engagement refer, instead, to the process-related aspects of the project, for instance responding to a question on how the outcomes were achieved and by
and to communicate the responsibilities of different stakeholders. Here, two extreme approaches can be identified in view of the classification purposes 10:
both dimensions may play important role in the design and management of a foresight process. 2. 4. Chosen emphasis in stakeholder engagement:
extensive vs. exclusive One way to conceptualise stakeholder engagement is to define extensive and exclusive stakeholder engagement 12 and the continuum of different possible combined approaches between them, namely from confined exclusive engagement to extensive but exclusive
engagement towards to extensive and open engagement of stakeholders. Extensive stakeholder engagement refers to the approach in
which the actual number of participants is high, the stakeholder participation is encouraged and open for all the interested stakeholders
and many kinds of stakeholders are invited to participate in the process. Exclusive stakeholder engagement means that stakeholder participation is not extensive
and thus not open for all the stakeholders interested. Extensive stakeholder engagement in a foresight process in which experts are involved also
allows stakeholders to become better aware of signals of change and threats and consequently to put in place preparedness mechanisms to act on time.
Anticipation of intelligence (or knowledge) is a contribution to improve the knowledge base for the designing of policies.
In the security, sustainability and information society fields, stakeholders have the possibility to develop scenarios on
which basis diverse policy options could be outlined. Other benefits that could be achieved through the Foresight process include creation of linkages among participants, development of a shared understanding on the various issues at stake,
and on future challenges. The opportunity for exclusive participation in foresight may also be highly important
since this mode allows confidentiality and trust among the participants. Hence, it is likely that in the foresight designs both exclusive
Project Outcomes Future perspectives Management Stakeholder engagement Nordic ICT Foresighta 17 Informative Evaluations of key ICT applications, Nordic scenario set in context of ICT development, scenario
Exclusive Intensive stakeholder engagement in core group Extensive Cooperative idea and concept creation among stakeholders from different Nordic organisations and firms;
Autonomous Autonomous scenario work among the stakeholders. The experience of stakeholders‘‘overwrote''the methodological rigidity in some points.
Exclusive The work was carried out among the project partners. Extensive The results were tested against available expertise outside the project consortium.
/Futures 43 (2011) 252 264 255 Table 1 (Continued) Project Outcomes Future perspectives Management Stakeholder engagement UK DCDC Global Strategic Trends Programme
Extensive The process involved a network of security stakeholders. These were coming from different government departments, private companies, and research organisations.
Instrumental Identification of innovation ideas and promoting stakeholder networking. Diverse Analysis of diverging views on innovation ideas among stakeholders.
Fixed Robust portfolio modelling, online surveys. Autonomous Stakeholder workshops. Extensive Wide stakeholder participation in online surveys. Exclusive Limited but open stakeholder participation in the workshops.
T. Ko nno la et al.//Futures 43 (2011) 252 264 256 Table 1 (Continued) Project Outcomes Future perspectives Management Stakeholder engagement FISTERA:
Foresight on Information society Technologies in the European research Areag 21 Informative Identification and SWOT analysis of socio-techno-economic trends, drivers and challenges;
key characteristics of ICT research in Europe including human resources aspects; futures challenges, applications and priorities for developing the information society in the EU. Instrumental Outputs contributed to prepare the FP7 (Framework programme) ICT programme.
Consensual FISTERA identified priority application areas where investments in ICT research should be intensified in the future, motivated both by S&t developments and by socioeconomic needs.
Extensive There was an extensive engagement of stakeholders. More than 500 experts including policy makers, business actors and researchers from all EU Member States responded to the on-line Delphi study.
In addition, more than 600 stakeholders in a various EU Member States were addressed in a series of national seminars.
The scenario building step involved around fifteen external experts and stakeholders. At various steps of the projects
Extensive There was an extensive engagement of diversified stakeholders. About 2239 experts participated in Delphi survey. Also, many experts of social sciences participated in scenarios analysis
Extensive There was an extensive engagement of diversified stakeholders from government, academia and industry. T. Ko nno la et al./
/Futures 43 (2011) 252 264 257 Table 1 (Continued) Project Outcomes Future perspectives Management Stakeholder engagement National Technology roadmap in Korea Informative Learning about the technology
Extensive There are broad engagement of diversified stakeholders from government, academia and industry. National Technology foresight in China Informative Understanding future S&t developments and needs.
Extensive Very diversified stakeholders from government academia and industry have participated in NTFC. Technology foresight towards 2020 in China Informative TF2020 aims to provide necessary information for making long term strategy for science and technology development in China,
Extensive Diversified stakeholders from government, academia and industry are very active in the process of TF2020. a Commissioned by the Nordic council. b Commissioned and conducted by VTT Technical research Centre. c Commissioned
The positioning of individual projects in the framework clarifies the methodological decisions and the rationales of stakeholder engagement.
When the process management (autonomous and fixed) and stakeholder engagement (extensive and exclusive) dimensions are considered to correspond to the horizontal and vertical axes,
and the vertical axis the continuum from extensive to exclusive stakeholder engagement. Furtheron, if the coordinate systemof Fig. 2 ispositionedtoeachquadrant of Fig. 1, the foresightprojects canbepositionedin the coordinates to provide detailed information on the nature of the outcomes and process of each project (Fig. 3). Hence
TD$FIG Fig. 2. Process management (from fixed to autonomous) and stakeholder engagement (from exclusive to extensive) dimensions in a coordinate system.
In the Nordic H2 Energy Foresight the major challenge was to create shared understandings on future hydrogen-based energy systems between different stakeholder groups representing five different countries.
This may be supported by ensuring extensive stakeholder participation through the diversity and high number of participants. Among the foresight projects examined, FISTERA:
and managed in collaboration with DG()TD$FIG Fig. 3. Foresight projects positioned in view of the dimensions of outcomes (informative vs. instrumental), future perspectives (consensual vs. diverse) and in the coordinate system of stakeholder engagement (extensive and exclusive) and management
therefore it could be labelled as exclusive in terms of stakeholder engagement. However, it has aspects of extensive engagement of stakeholders as outcomes are tested against the views of international panel of peer experts through exposure of results in conferences
and by commissioning a survey that is consulting leaders in governments, business NGOS and the academic sector.
and be used to stimulate a wider discussion among stakeholders. 3. 4. Agora foresight (diverse perspectives
network with other stakeholders and in general enhanced their innovation capabilities. The foresight projects identified in Asia seemed to be all consensual;
The second project identifiedwas a foresightprocess attachedtofinnish Foresight Forum, whichengageddifferent stakeholder groups, encouragedthemtosubmit ideas on prospective innovations,
in order to accommodate different stakeholder expectations. Most of the projects we analysed have important informative functions in sense that they aim to provide new knowledge for better understanding of issues and of their future implications and challenges.
and communicating this characteristic to stakeholders may create difficulties in attracting those stakeholders who wish to be closer to decision-making.
because the innovation system is constituted by numerous social practices, networks, institutions, and stakeholders. The latter, for instance, extend well beyond the‘‘usual suspects''of R&d-performing firms and public bodies,
and quite often non-governmental organisation and civil society stakeholders 1. FTA, especially in the form of Foresight programmes, has come to be applied in the form of a mutual learning process,
involving more or fewer of these stakeholders across different cases. Learning implies the production and reproduction of knowledge
involving stakeholders and experts of many kinds. Such FTA calls for crossing the boundaries of disciplines, research traditions,
Since FTA involves engaging with stakeholders or at least with the decision-makers that the exercise is intended to inform the scope of knowledge management (KM) has to extend 1 The application of evolutionary theory within theology has led to notions of an‘‘evolving god''(or gods) too,
concerning, for example, the methods of stakeholder mapping that are employed, the ways in which suggestions for participants and dissemination approaches are elicited. 3. Methods and tools So,
trend extrapolation, stakeholder mapping, eliciting expert opinion, and so on are among the panoply of FTA METHODS. Indeed, each of the sets of tools just mentioned can be used in applications other than FTA in demographic forecasting,
It uses of methods such as roadmapping and scenario development relevant to the particular organisation/stakeholder. An important point stressed in this context is the vital role that third parties can play in interpretation
however, that many governmental foresight exercises fail to provide the necessary support for interpretation to a wide range of stakeholders,
or in the organisations from which stakeholder participants have been drawn. Saritas (2007) provides a rathermore detailed account of five stages in FTA
as opposed to mobilising and fostering interaction within stakeholder groups. The second dimension reflects how far the method involves formal analytic techniques such as statistical trend
and engage key stakeholders. The two dimensions might be seen as reflecting the balance between knowledge from experts and knowledge within communities,
and‘‘fully fledged foresight''as an ideal, 8 FTA often involves much wider engagement and involvement of stakeholders,
The knowledge and mental models of practitioners and stakeholders may have to be brought into play in such cases.
Engaging a wider range of stakeholders is also important as a means of providing more legitimacy for FTA PROCESSES,
of the key judgements and assumptions that entered into it, of the perspectives and likely reactions of other stakeholders,
This is one reason for the stress on stakeholder engagement. Mutual learning can be accomplished in the interaction between knowing agents.
as the posits are put into the context of specific stakeholders'circumstances, and in turn used for formulating explicit priorities, recommendations and decisions.
In the Nordic H2 energy foresight, the appropriation of the knowledge from the foresight process into various stakeholder organisations was seen as being accomplished through such activities as pilot projects
Through most of the exercise's life, some members of stakeholder organisations were engaging with the foresight activity
This is particularly evident in multi-stakeholder and extensive activities such as scenario workshops where a number of activities are organised into a sequence in
Steering committee Stakeholder groups Expert networks Conferences & seminars Participants'and stakeholders'pilot projects R &d activities and strategy work Regional and national strategies and priority setting International agreements/strategies/priority setting Expert interviews Delphi surveys, questionnaires Interactive workshops focusing on SWOT
and other tangible outputs that may enter into the processes of the sponsor and other stakeholders,
Different stakeholders have not only different interests, but they also have different modes of access to and use of knowledge:
held oral evidence sessions and workshops (aiming to include key stakeholders) and elicited public views via survey research and qualitative workshop methodologies.
Efforts to engage wider stakeholder communities in such deliberation as in the nanotechnology exercise remain rare (and even that exercise stopped short of deconstructing available scenarios
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