However, the discussion about multiple stakeholders'participation in public policy and corporate decision making has received very little attention from the FTA COMMUNITY who have taken for granted that FTA ACTIVITIES are participative.
However, the stakeholders, their perspectives, and the representations of the participants involved are analysed usually not in a systematic way.
Available online 26 november 2010 A b s T R A c T FTA and equity addresses the need for multiple stakeholders'participation in public policy and corporate decision making thus leading to more democratic societies.
It explains the involvement of stakeholders in sharing responsibility for the political, economic and juridical decisions in a dialogue process with the political authorities.
and to their (institutional) stakeholders. Accountability cannot be enforced without transparency and the rule of law. 4. Transparency,
and processes try to serve all stakeholders within a reasonable timeframe. 6. Effectiveness and efficiency
One of the reasons for this is that not all stakeholders have the resources to be involved in policy making processes.
Ulrich's 12 Critical systems Heuristics (CSH) recognises that various stakeholders in society may see situations 14 in radically different ways because different stakeholder values and behavioural characteristics lead to different boundary judgements.
Ulrich's‘radical'view accepts that these stakeholders may be in conflict or confrontation with each other on unequal power terms 15, status and other behavioural characteristics relevant to (i) above.
inclusive and effective participation process it isimportant tounderstandwhat ismeant by the term‘‘stakeholder''.''Fromfreeman's 17 definition, Saritas et al. 18 define stakeholders as‘‘any group of individuals who can affect
or are affected by the policy decisions taken''(p. 3). The newgovernance and stakeholder approach has various implications for the relationships between the society, corporate industrial activities and public governance.
The implications of this approach for relationships between the society and public policy explain the shift from the government to governance.
and beyond regulation to balance the needs of stakeholders with the need to make a profit 24.
From a stakeholder perspective, strategic management needs to create a satisfactory balance of interests among the various stakeholders who contribute to
and its stakeholders when integrated with business strategy and operations 26. Hence, a core issue to CSR is partnership development. 2()TD$FIG Fig. 1. The new governance landscape.
communities and other stakeholders to do business offering a concrete way for a business to identify social issues that matter to its stakeholders
Although the views of stakeholders are important, these groups can never fully understand a firm's capabilities, competitive positioning,
or the trade-offs nor does the enthusiasm of a stakeholder group necessarily signify the importance of an issue either to the company or to the world.
CSR's numerous and highly fragmented stakeholder demands and lack of basic organisational capacities to collect
For this reason stakeholders put firms'under additional pressure to internalise more of the social and environmental externalities that they create.
The assumption that CSR can be defined as business decision linked to ethical values 37 presupposes that stakeholders
it is developed the means by a firm to build a proper dialogue with stakeholders so that there is a real understanding of what needs are being
Therefore, stakeholders need to have a say or at least to understand the strategic decisions of a company
and openness of decision making procedures to stakeholders while acknowledging the relevance of knowledge other than science,
attuned to the evolving social concerns of stakeholders, and mitigating existing or anticipating adverse effects from business activities.
and processes address the complex issue of literacy asymmetries of different stakeholders? How can FTA strategies
and methods make sure that the visions of different stakeholders can be represented harmonised and in the final outcomes and products?
and other stakeholders taking into consideration social impacts and social dimensions of its value chain in a competitive context as well as its relationships with employees, customers, governments and society at large.
This also raises the need for board evaluation measures against corporate and societal objectives as well as on the effect of stakeholders'communication and participation on management, transparency, performance (economic, environmental and social),
A Stakeholder Approach, Pitman, Boston, 1984.18 O. Saritas, L. Pace, S. Stalpers, Stakeholder participation and Dialogue in Foresight, From Oracles to Dialogue:
25 E. Freeman, Stakeholder theory of the modern corporation, in: M. Hoffman, R. E. Frederick, M. S. Scwartz (Eds.
What is often apparent is that most stakeholders are relatively powerless alone to affect the direction
factors and uncertainties that are accessible by stakeholders and create or drive change within one's business or institutional environment.
These tend to be more immediate and relevant and distinct to different types of stakeholders
and also they can be adapted both by and/or strongly impact stakeholders, sometimes rapidly. Driver of change examples Climate policies and resource practices;
and forces that change from year to year and may be amenable to stakeholder actions and strategic choices by way of one's investments, new alignments, infrastructure, R&d,
and opportunities that most stakeholders may not have considered previously or prepared for. Arguably the best known work in wild cards comes from Petersen 7 author of‘‘Out of the blue How to Anticipate Big Future Surprises''.
''This raises the issue of when those responsible for the foresight project should hand it over to the relevant stakeholders.
without losing its qualitative nature and its strengths for communication and stakeholder engagement. Major findings were obtained on the feasibility of a systematic approach that provides anticipatory intelligence about future disruptive events,
and to make the perspectives of different stakeholder groups heard and seen. FTA can contribute not only to the steering of innovation systems,
Within international projects, he has contributed to cross-cultural comparative research, stakeholder involvement, sustainability and foresight research by applying monitoring and evaluation systems,
and stakeholders towards achieving a common understanding on non-sustainable trends, offering scenarios and integrated solutions to support policy-makers.
which they seek to PAGE 286 jforesight jvol. 14 NO. 4 2012 integrate knowledge of experts, stakeholders and also of laypeople in the process of policy making.
stakeholders or lay people Mainly quantitative Help to structure arguments and to separate facts from norms Focus on effects inside the predefined system Help getting a rough understanding on effects Effects outside the system cannot be detected Open in principle to detect effects beyond system boundaries Specifications
This could have been structured a workshop with experts and/or stakeholders. Even if in the meantime this highly optimistic view towards the‘‘predict
Such a method could have been interviews with experts or stakeholders from different fields not only form the transport sector.
A wide range of stakeholders have been involved as well as, on a smaller scale, the wider public in form of an online survey.
and implementing a range of alternative policy options to meet the various needs of different stakeholders.
nevertheless lead to significant future rigidities (in terms of technologies, applications and stakeholders). If one does not just await the outcomes,
Nowadays, citizen participation and collaboration amongst public and private stakeholders have become milestones in the planning realm.
it is obviously very hard to generate future visions with the support of a broad array of local stakeholders.
Second, the social debate inherent to urban planning and the need for stakeholder collaboration can be facilitated through a mutually beneficial symbiosis between futures studies and urban planning (Cole, 2001.
participatory methods that foster debate and analysis with a wide variety of stakeholders. 5. Networking.
innovative territorial strategies that can reconcile the viewpoints of a wide range of stakeholders. Third, it forms expert networks to exchange
and disseminate knowledge deriving from the foresight exercises amongst stakeholders and political decision-makers. In spite of the above-mentioned advantages, territorial foresight has clear limitations.
when there are deep disagreements between territorial stakeholders. Third, foresight is not a quick remedy for urgent problems
This first step should normally use qualitative tools that facilitate participation by stakeholders. 2. Determination of functional implications.
socioeconomic flows and local stakeholders. This step should be undertaken with semi-qualitative analytical tools and should be restricted mostly to urban experts. 3. Determination of parametric implications.
Nevertheless, the final product will be understood easily by stakeholders as well as the general public. 5. Strategy formulation. After determining all kinds of implications across the territorial system, the analyst should be able to perceive the gap between the proposed future vision and the present situation of the territory
Once again, this step requires involvement by stakeholders. Although this approach is not new in the strict sense,
and sectorialised because stakeholders'interests prevail over the basic sustainability criteria. The development process is dominated by hardcore elements such as transport and basic infrastructures.
frequent disputes between political, social and economic stakeholders hinder consensus. Horizontal elements such as legislation, technology and management are weak in the first stages of the planning stages,
B Build a governance model that is capable of effectively integrating politicians, stakeholders, social movements and citizens on an equal footing.
2009 More than 40 local stakeholders participated in the study through eight thematic groups and determined the scenario implications for the city's future development.
and stakeholders searching to respond to future challenges. A dynamic and sometimes turbulent environment puts enormous pressure on rational planning systems,
Make clear communications with sponsors and stakeholders. T. Fleischer et al.//Technological forecasting & Social Change 72 (2005) 1112 1121 1118 Besides this, a successful implementation of this concept could also help to overcome some of the argumentative asymmetries that can be found in many debates about chances
A focus on stakeholder interaction. The netherlands: Royal Tropical Institute. Feigenbaum, M. 1978. Quantitative universality for a class of nonlinear transformations.
and particular stakeholders, and sectors of society probabilistically to express their relevant uncertainties How to deepen dialogue with society How to improve governance Because of the dominant role of subjective opinion,
but also to engage relevant stakeholders and create common visions into action. Generally, foresight is distinguished according to method, objectives and setting.
and the review article of Porter (2004) lists the nine families of foresight methods including quantitative and qualitative explorations and forms of stakeholder involvement.
ensuring more involvement of stakeholders and help to implement the policy (Harper et al. 2008). The special issue of Technology analysis & Strategic management in 2008 provides a good overview of these intended benefits.
A third objective of foresight is to build a consensual vision of the future in order to harmonise strategies of the different stakeholders.
as well as new networks among stakeholders Embedding participation in policymakkin Facilitating the participation of civil society in the policymakkin process,
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 Source: Schoen et al. 2011). ) by universities and firms, the production, diffusion and transfer of knowledge;(
For direct stakeholders between these two positions, such as clients or prospective users, the uncertainty is relatively small:
as a means to involve stakeholders, or as tools to corroborate policy agendas. In companies, public organisations and in ministries foresight exercises are conducted for many reasons and with different effects.
and outcomes become part of innovation races Networking Stakeholder participation tend to reproduce repertoires The newly established networks will start to promote the vision Participants may press their version of the future Building visions Foresight outcomes will not Be built very original visions may have unintended consequences
or even circumvent lock in conditions by engaging different stakeholders (Havas 2003). This may support the emergence of competing coalitions.
because stakeholders may be new, but their contribution will draw from a more general repertoire (Nahuis and Van Lente 2008).
when it concerns stakeholders at distance from the knowledge production. Third, the sociology of expectations claims that estimates of the future are rooted deeply in the developments
to shareholders and to stakeholders within society, value has to be redefined. To do so, the research outlined in this paper builds upon a critical view of value creation and competitive advantage in both supply chain management and corporate social responsibility (CSR.
In this context, Section 2 outlines that current models responsible for moulding a business's competitive advantage sustainably are weak in the nature of stakeholders'involvement in strategic partnerships.
Hence, there is still a latent need to understand howother stakeholders can bring value to a firm
including nature and different stakeholders within society in one interconnected system. Such a network has to operate as a cyclical system where value is redefined from Porter's strategies, on cost leadership and differentiation,
stakeholder dialogues; organisational change, fair and ethical negotiations; fair work conditions; training and education of human resources;
as well as monitoring the business and its stakeholders'performance. Operation performance: verifying and reporting the business performance improvement through established and specific indicators
which a firm creates products and services valuable to its stakeholders: value chain activities are divided into primary activitiie (physical creation of a product)
and interaction, being transparent and accountable to stakeholders (Brinch-Pedersen 2003). Hence, firms should use the evolutionary lessons as a main step in integrating sustainable development into the business model.
which stakeholders are perceived by one another and also the ways that they are involved in decision processes. In turn, these lead to further mutual experimentation and collaborative learning.
stakeholders can then identify their expectations and attach concrete meaning and actions to the business's values (Giversen 2003).
According to Losada (1999), high-performance teams need an inclusive dialogue approach for all stakeholders in the network.
which includes the need for an inclusive dialogue approach with all stakeholders in the network with FTA permeating all processes:
'and stakeholders'views of what the future might entail. It also considers where all actors see themselves both individually and collectively within these alternative futures.
opportunities and system capabilities, together with returns to stakeholders. In these ways, FTA can lead to the development of new (or enhanced) networks or linkages (stronger interactioons with the achievement of common ground, joint visions and enhanced responsiveness among the network members.
and proactive collaboration starts to be felt-Selection driver Is distributed quality coordination structure where structured collaboration starts to be felt-Stakeholders'engage
i v i t C a s e g a t S Stakeholder participation Based on Inclusive Dialogue and Continuous learning enabled through FTA Decide to be in business Defining
and engage with stakeholders Motivation Identify and define actions needed to enable the creation of motivation
The ability to communicate with different audiences (all stakeholders) and in diverse specific languages becomes critical in this context Competencies There is a latent importance of building an organisational culture that stimulates knowledge generation
to enable business networks 819 Appendix 4. Business broad management system Stages PDCA Cycle Meaning Stakeholders Participation Based on Inclusive Dialogue
all the cases dealt with topics that are likely to spur different interpretations among the actors and stakeholders.
we devise a means to help extract intelligence on key technology components and functions, major stakeholders,
and stakeholders (Step G). Convening a workshop with multiple perspectives can anchor Step G exploration of alternative innovation pathways.
eliciting information on stakeholders and potential applications from text mining (Steps D and E; and consolidating empirical
We developed this initial DSSC TDS by mining our database search results for leads on importaan stakeholders
Their expert workshops involve a wider spectrum of experts and stakeholders for a more extended interaction (e g. full day.
and reform of stakeholders'way of thinking. In the USA,‘‘A Strategy for American Innovation:
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,
The success of research policy is dependent on the alignment of a broad range of relevant stakeholders from academia, industry, politics, and society.
and the necessary steps to move forward based on an overall perspective that integrates individual stakeholders'points-of-view.
effective alignment of stakeholders can be regarded as one of the prerequisites for national wealth and well-being.
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.
2006) have investigated this area for science-based stakeholder dialogues. Their analysis is relevant because the motivation and the challenges of those dialogues tie in with those of transferring foresight results,
2006) contrast science-based stakeholder dialogues with other types of dialogues. In an overview, they cover:
B science-based stakeholder dialogues initiated by scientific institutions with the aim of increasing knowledge
PAGE 20 jforesight jvol. 15 NO. 1 2013 B multi-stakeholder dialogues for governance on an international level, for example in the environmental area;
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.
Additional results might be community building between stakeholders from various disciplines in academia as well as strengthening of networks between academia and industry. 4. Characteristics and use of strategic dialogues As a highly flexible tool
When designing such processes, it is easy to ascribe characteristics to stakeholders purely based on their affiliation to a specific group(‘‘Stakeholder X is responsible for Y at the University of Z,
framing and structuring cannot be achieved in a single well-defined step it is an iterative process throughout the life of the dialogue To involve a wide range of stakeholders in a topic area that is initially rather fuzzy,
but not suitable in discussions with stakeholders since many of the issues are politically sensitive and/or inconsistent with the self-image of stakeholders.
Strategic dialogues can navigate the landscape of stakeholder beliefs, agendas, reservations and sensitivities but need to do so without assuming these can necessarily be influenced The process of beliefs being updated that is captured by the model of Bayesian learning applies in several contexts during a strategic dialogue.
stakeholder dialogues are considered as social learning processes Strategic dialogues lend themselves well to being described in terms of organizational learning.
Learning happens at multiple levels, both within groups of similar stakeholders and across groups. The‘‘dialogue''aspect is in line with the definition of Bohm (1996) who draws a clear distinction between‘‘discussion''as an exchange of views aimed at winning an argument
It also has a long-term effect in that stakeholders who have been involved in the dialogue change their thinking
stakeholders in industry and academia might be aware and receptive of them since they have had already a stake in shaping them PAGE 22 jforesight jvol. 15 NO. 1 2013 be discussed
Secondly, strategic dialogues have been conducted on a larger scale involving outside stakeholders, typically from academia, industry, and society in addition to politics, combining their perspectives at an early stage to explore promising pathways for politic decision making.
Stakeholders from academia might, for example include university departments, scientific networks, non-university research organizations, polytechnics, and academies.
Industry stakeholders may be small to medium-sized enterprises as well as global multinational companies, industry associations or research partnerships.
Relevant stakeholders from politics need to be identified at the beginning of the process to ensure their involvement in initializing the strategic dialogue and clarifying relevant issues and expected results.
External stakeholders are being identified in the course of the process based on input from political stakeholders complemented by input from our own research as well as established networks into academia and industry.
In a heterogeneous field of stakeholders, contrarian interests and different value propositions might be encountered. Therefore, it is essential to create an atmosphere of mutual understanding where different perspectives are being honored amongst the stakeholders involved.
This can be achieved by neutral and experienced facilitation. Language problems and lack of trust can also become issues that require the intervention of an‘‘interpreter''and the conscious facilitation of cooperation leading to agreement on binding rules for all parties.
and requires managing content and channels while taking into consideration the needs of various stakeholder groups.
and requirements of stakeholders and research areas there are recurring patterns in the context of research policy making that can be structured in a seven-step framework shown in Figure 1 and described in the following sections. 4. 1 Step 1:
Thus, a basic common understanding amongst political stakeholders of the topic and its challenges is achieved. Well-structured summaries based on desk research help to prepare the discussion
and recommendations for other relevant stakeholders that could be brought into the dialogue at subsequent stages. An important element of this step is the establishment of trust.
stakeholders need to be assured of our neutral role as facilitators of the process. However, stakeholders must not get the impression that the facilitator is‘‘on their side''.
''Again, we draw on insights from the Harvard Negotiation Project (Fisher and Ury, 1991. 4. 3 Step 3:
Furthermore, relevant activities in the field are mapped, such as pilot projects, existing networks and stakeholders in an international context.
The experts here are not necessarily stakeholders in the strategic dialogue but primarily sources of information.
Expansion towards external stakeholders Based on the collected information from various sources the issues to be addressed in the further course of the process can be expressed with greater precision.
and involve stakeholders from outside the BMBF the strategic dialogue enters a new phase. This is achieved in a series of workshops with stakeholder representatives selected for their familiarity and expertise in the subject area
their ability to add a unique perspective, their openness to consider and explore a broad range of possibilities and viewpoints,
Scenarios and exploration in depth Given that future-looking activities of the BMBF often span time periods of ten to 20 years it can be fruitful to engage all stakeholders in building normative and/or exploratory scenarios as a guide and framework
and a half days) that stakeholders can afford to spend on supporting policy making in this way.
B A heterogeneous set of stakeholders within and outside the BMBF with different agendas, value systems, interests and communication practices has been brought together
B The potential lack of experience amongst stakeholders in dealing with other parties who have a different background
B Conflicts between stakeholders have been resolved with proven techniques such as the Mutual Gains approach applied by a facilitator.
B Relevant stakeholders have been engaged actively and start to act ideally as promoters and multipliers of the subject within their networks and organizations.
Because of the wide involvement of stakeholders up to this point policy initiatives are highly likely to meet stakeholder requirements
and ultimately achieve their goals. Overall, the strategic dialogue has resulted in a generation and translation of a joint view of the future into prerequisites and recommendations for a coherent research policy and its implementation through programs and/or dedicated institutional structures. 5. Illustration with recent examples As outlined above,
a holistic view across a complex landscape of relevant stakeholders, including relevant disciplines as well as players across the value chain is required.
and is supported by all stakeholders in the BMBF. Most recently, a workshop with 65 stakeholder representatives was conducted (step 6). The objectives of the workshop were:
B generating concrete topics with a need for further research and development and with high potential that have not sufficiently been addressed by governmental support so far;
B defining necessary prerequisites and requirements for additional cooperation from the perspective of external stakeholders;
A range of views on numerous aspects of cooperation models was collected from selected stakeholders from academia
B a careful selection and engagement of stakeholders considering their potential contribution, their role in developing research policy,
and involve other relevant stakeholders in a wide-ranging dialogue to deal with societal challenges. 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.
Also, they result in the creation of new informal VOL. 15 NO. 1 2013 jforesight jpage 27 networks within the BMBF, between BMBF units and external stakeholders,
and among external stakeholders. These networks persist beyond the end of the actual dialogue and can facilitate the interplay of actors in research as well as research policy.
Welp, M.,de la Vega-Leinert, A.,Stoll-Kleemann, S. and Jaeger, C. C. 2006),‘Science-based stakeholder dialogues:
which combined analysis of global changes with a participatory process involving national stakeholders. The exercise was designed to assess the implications of global changes for research.
Identifying and responding to Grand challenges should involve stakeholders from both public and private sectors in transparent processes taking into account the global dimension.
and final) and the consultative events arranged with stakeholders. A number of points are developed then that are related to the process
Key stakeholder consultation. Having developed a first catalogue of drivers and trends, the second phase was designed to engage with key stakeholders in Ireland to explore their significance and potential implications for the national context.
The stakeholder phase had three specific aims: Table I Drivers and trends assessment framework 1 Overview description;
rationale and evidence 2 Potential impact (global and national; emerging indications; timescales 3 Potential disruptive factors trend breakers, accelerators, wild cards 4 Connectivity and contingencies links with other drivers and trends 5 Challenges that this presents
The overall structure of the project provided opportunities for broad involvement of all stakeholders into priority setting, developing a shared expert opinion concerning preferred medium-and long-term development alternatives,
and other stakeholders in anticipating and dealing with transformations. It does so by critically reflecting on the selected papers for this special issue as well as on the discussions that took place at the fourth Seville International Conference on Future-oriented technology analysis.
and stakeholders in comprehending transformations and in tackling the so-called grand challenges. 2012 Elsevier Inc. All rights reserved.
and other stakeholders in anticipating and dealing with transformations. The first part of this introductory paper considers the potential roles of fta in enabling a better understanding of complex situations and fundamental transformations,
and stakeholders in comprehending transformations and in tackling the so-called grand challenges. Technological forecasting & Social Change 80 (2013) 379 385 Corresponding author at:
Furthermore, 5 and 13 underline the ongoing need for the greater involvement of stakeholders who can introduce necessary capabilities
create a common language and understanding between stakeholders thus supporting a systematic negotiation process, and legitimate a chosen course of action through engagement and dialogue.
and moving from forecasting activities and expert-driven identification processes towards the inclusion of expertise from a broader range of disciplines, a wider range of stakeholders and sometimes also the knowledge of lay people.
Comparing these two countries, the main difference lies in the existence of an umbrella organisation in the USA that pools heterogeneous stakeholders
and does not involve heterogeneous stakeholders nor make use of the knowledge gained in various FTA.
i) capture of indications for extrasysttemi change at a micro level instead of extrapolating seemingly dominant macro-trends, ii) mobilisation of tacit knowledge as well as support a creative spirit and an easy exchange of ideas among diverse stakeholders through
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