Denmark

Danish energy (5)
Danish energy authority (3)
Danish energy research programme (6)
Danish research (8)
Danish technical research council (6)
Denmark (192)

Synopsis: Denmark:

Proceedings of the SCORE Workshop, Copenhagen, 20 21 april 2006, TNO, Delft, 2006.30 H. Van Zuylen, K. M. Weber, Opportunities and limitations of European innovation policy

Paper presented at the 10th DRUID conference, DRUID, Aalborg Copenhagen, 2005.47 K. Van der Heijden, Scenarios, The Art of Strategic Conversation, John Wiley & Sons, Chichester, 1996.48

the last one involves the deepest mode of collaboration as the 18 partners from eight countries (Austria, Denmark, Finland, France, Germany, Norway, Sweden,

The survey approach by Blum et al. was replicated for Denmark, integrating also service companies 31. This leads us to the studies on standards focusing on services or service companies.

In any case, it is highly likely that key players of strong EU regions would act together both at an intra-regional and an interregional level probably also with their counterparts outside of the EU. a The current success of Denmark,

The reference group used in the first three implementation rounds consisted of Denmark, Finland, Germany, Japan, The netherlands, Sweden,

Denmark and Netherlands grasp the lead while the previous leaders lose ground significantly. Achieving the objects of this type of society also appears to pay off in practice.

According to the indicators of sustainable development Sweden, Denmark and The netherlands proved to be leading of the rated economies followed by Finland.

Copenhagen K, Denmark a r t i c l e i n f o a b s t r a c t Article history:

We would also like to thank the participants of the April 2008 BLOSSOM workshop in Copenhagen

A Review Of Evaluative Scenario literature, Technical Report 3/2009, Copenhagen, EEA, 2009.3 R. J. Lempert, S. Hoorens, M. Hallsworth, T. Ling, Looking

Axel Volkery, Phd, is a project manager for policy and scenario analysis at the European Environment Agency in Copenhagen, Denmark.

Teresa Ribeiro heads the Strategic Futures Group of the European Environment Agency in Copenhagen, Denmark.

The authors analyse the strategy processes of the Danish technical research council and the Danish energy research programme and find that the impact of foresight exercises can be improved with a better understanding of the traditions

and new challenges faced by such organisations. Also that a more formal use of foresight elements could improve the legitimacy and impact of the strategic considerations of research councils and research programmes.

of Denmark, Produktionstrovet 424, Kongens Lyngby, Denmark, DK-2800 Published online: 12 oct 2009. To cite this article:

Technical University of Denmark, Produktionstrovet 424, DK-2800 Kongens Lyngby, Denmark This paper addresses the issue of foresight and strategy processes of national research councils and research programmes.

the Danish technical research council and the Danish energy research programme. We analysed the mechanisms of the strategy processes and studied the actors involved.

Examplle of strategy and priority-setting processes in public research can be found from Spain, UK, Norway, The netherlands, France and Denmark in a report from the European project MUSCIPOLI (Siune 2001.

It is difficult to obtain comparable statistics for research council funding activities on the scale of the European union (EU) or countries of the Organisation for Economic cooperation and Development (OECD). In Denmark,

and its context Two case studies were analysed here, namely the strategy processes of the Danish technical research council and the Danish energy research programme.

and M. Borup Since the study was formulated the Danish research sector has changed dramatically. The research councils were reorganised in early 2005.

Followiin the change of government in Denmark in late 2001 the energy research programmes were cut by two-thirds in 2002,

but with tighter cooperation with the strategic research council's activitiies Other reforms are expected in coming years as a result of the Government's Strategy for Denmark in the Global economy (The Prime minister's Office 2006).

3. 3. Strategy processes in the Danish technical research council One of the activities of the Danish technical research council over the last 15 20 years has been to develop 5-year strategy plans.

The council was located in the Danish research Agency under the Ministry of Science, Technology and Innovation,

The Danish advisory and funding system for research was subjected to a large reform in January 2004. Following this reform the Technical research Council was merged with another council

However, in the first phase a number of Danish researchers in science and technology, who were not members of the council,

and M. Borup 3. 4. Strategy processes in the Danish energy research programme The Danish energy research programme is managed by the Danish energy authority,

for example, the general national research strategy developed in the mid-1990s (Miljø-og Energiministeriet 1996a c). Danish energy research experienced considerable turbulence following the change in governnmen in late 2001.

another funding programme for energy research, the Public service Obligation (PSO) Energy R&d programme of the two operators of the Danish electricity grid, gained importance. 1 The PSO R&d programme

These priority areas were decided by the Danish energy authority in collaboration with their counterparts in the PSO R&d programme.

The selection of areas basically reflected Danish energy policy and its focus on environmentally friendly energyproduuctio technologies,

Second, strategy activities concerning energy-efficient technologies and biofuels were launched by the Danish energy authority. In addition for the other priority areas of technology roadmap exercises were recommended as a follow-up activity.

There is a distinct energy community in Denmark, and members of the core group knew many of the actors in the area.

For the Danish technical research council the rationale for the strategy process was to argue for more funding and to respond to pressure for more collaboration between science and industry.

For the Danish energy research programme the rationale was to set priorities for Danish energy research and innovation in the light of Danish energy policy.

Technollog and Innovation Partly the Confederation of Danish Industries Advisory Council for Energy Research Energy production companies Energy-technology companies Scientists Interest groupings/NGOS Target groups

and strateggi processes in Danish research councils and research programmes. Erratic evidence from the study behind this paper also indicated this.

Acknowledgements The work behind this article received funding from the Danish Social science Research council through the project,‘Strategies and identity of science a study of strategy processes in national research programmes'.

and Foresight section at thetechnical University of Denmark's Department for Management Engineering. His main areas of research are technology foresight, strategy in science and innovation, technological innovation, the interaction between industry and science,

and Foresight section at the Technical University of Denmark's Department for Management Engineering. His areas of work are systems of innovation and governance of research and innovation in the fields of eco-innovation and energy innovation.

and natural gas transmission grids in Denmark. 2. Another PSO funding programme is represented in the strategy process, namely the energy efficiency PSO, managed by the association of energy production companies, ELFOR.

Copenhagen: Forskningsstyrelsen. Gavigan, J. P.,F. Scapolo, M. Keenan, I. Miles, F. Farhi, D. Lecoq, M. Capriati,

Review of Denmark's energy research programme 1992 1997. Copenhagen: Danish energy Agency. Johnson, A, . and S. Jacobsson. 2001.

Inducement and blocking mechanisms in the development of a new industry: the case of renewable energy technology in Sweden.

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Copenhagen: Miljø-og Energiministeriet. Miljø-og Energiministeriet. 1996b. Miljø-og Energiministeriets forskningsstrategi. Copenhagen: Miljø-og Energiministeeriet Miljø-og Energiministeriet. 1996c.

Energi 21. Regeringens energihandlingsplan. Copenhagen: Miljø-og Energiministerriet Millet, S m, . and E. J. Honton. 1991.

A manager's guide to technology forecasting and strategy analysis methods. Columbus/Richland, OH: Batelle Press.

Danish Institute for Studies in Research and Research policy. Statens Teknisk-Videnskabelige Forskningsråd. 2002. Strategiplan 2003 2007.

Copenhagen: Statens Teknisk-Videnskabelige Forskningsråd. Technology Futures analysis Methodsworking Group. 2004. Technology future analysis: towards integration of the field and new methods.

Strategy for Denmark in the global economy Summary. Copenhagen: The Prime minister's Office. http://www. globalisering. dk/page. dsp?

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The Committee also paid attention in its statement to the fact that the government foresight report chose as its only starting point the success of the Copenhagen Climate Agreement.

World Summit for Social development (1995), Declaration and Programme of Action, World Summit for Social development, Copenhagen.

Comparative analysis of biogas development in Denmark and The netherlands (1973 2004. Technovation 30, no. 2: 87 99.

In Corporate values and responsibillit the case of Denmark, ed. M. Morsing and C. Thyssen, 1st ed.,192 8. Denmark:

In Corporate values and responsibility the case of Denmark, ed. M. Morsing and C. Thyssen, 1st ed.,33 41.

Denmark: Samfundslitteratur, Narayana Press. Haig, A.,Jr. 1984. Caveat: realism, reagan and foreign policy. Weidenfeld and Nicholson.

In Corporate values and responsibility the case of Denmark, ed. M. Morsing and C. Thyssen, 1st ed.,199 210.

Denmark: Samfundslitteratur, Narayana Press. Hock, D. 1999. Birth of the chaordic age. San francisco, CA: Berrett-Koehler.

In Corporate values and responsibility the case of Denmark, ed. M. Morsing and C. Thyssen, 1st ed.,155 62.

Denmark: Samfundslitteratur, Narayana Press. Losada, M. 1999. The complex dynamics of high performance teams. Mathematical and Computer Modelling 30, no. 9: 179 92.

In Corporate values and responsibility the case of Denmark, ed. M. Morsing and C. Thyssen, 1st ed.,179 91.

Corporate accountability the case of Denmark. In Corporate values and responsibility the case of Denmark, ed. M. Morsing and C. Thyssen, 1st ed.,229 39.

Denmark: Samfundslitteratur, Narayana Press. O'sullivan, L, . and J. M. Geringer. 1993. Harnessing the power of your value chain.

Long Range Planning 26, no. 2: 59 68. Perlman, D, . and G. J. Takacs. 1990.

and Denmark) and on the layer of the Nordic region as a strategic entirety. The process was realised in 2005 2007 between VTT Technical research Centre of Finlaand FOI (Sweden

SINTEF (Norway), and DTI (Denmark. There were five research phases Downloaded by University of Bucharest at 05:05 03 december 2014 836 T. Ahlqvist et al.

and compare the implications of the ICT applications in four Nordic countries (Denmark, Finland, Norway, and Sweden).

Knowledge Key systemic capacities space Description associated with the space Forms of project knowledge Strategy Assessing the implications of the ICT applications in four Nordic countries (Denmark, Finland, Norway,

Technical University of Denmark, Lyngby, Denmark c Faculty of business and Law, University of Lincoln, Lincoln, UK a r t i c l e i n f o

Foresight analysis for world agricultural markets (2020) and Europe. www. ag2020. org 2. Danish Technology foresight on Environmentaall Friendly Agriculture K. Borch,(in press) The Danish Technology foresight

Denmark Green Technology foresight M. S. Jørgensen, Case Denmark Green Technology foresight, Phase 1, in: K. Borch, S m. Dingli, M. S. Jorgensen (Eds.

Prospects and Scenarios 4, European Environment Agency (EEA), Copenhagen, Denmark, 2000.3 T. Fuller, P. De Smedt, D. Rothman, Advancing foresight methodology through networked conversation, in:

Currently Kristian is Head of Section in the Department of Management Engineering (DTU Man) at the Technical University of Denmark.

Governments that established nanotechnology funding programs later, such as Denmark, used national level technology foresight processes to prepare

, 2009.26 P. Dannemand Andersen, B. Rasmussen, M. Strange, J. Haisler, Technology foresight on Danish nanoscience and nano-technology, Foresight, J. Futur.

Node of change covered Mini panel co-ordinator Visioning approach 1. Citizens role in innovation governance Anders Jacobi Danish Board of Technology,

Denmark Visioning session among CIVISTIA consortium in Copenhagen 2. Automatising innovation Patrick Corsi Consultant, Belgium Four interviews with key companies (IBM, EPFL, INSEAT, ISTIA

The impact of national traditions and cultures on national foresight processes Per Dannemand Andersen*,Lauge Baungaard Rasmussen Department for Management Engineering, Technical University of Denmark, Produktionstorvet 424,2800 Lyngby

, Denmark 1. Introduction This paper originates from two issues that are being discussed in the current academic literature on foresight and in the international foresight community.

The paper is based on two Danish cases: The Danish Government's Globalisation Strategy, from 2005,

and the Danish research 2015 process, from 2008, which focus on priority settings for strategic research. 2014 Elsevier Ltd.

All rights reserved.**Corresponding author. Tel.:++45 4525 4535. E-mail addresses: pean@dtu. dk, per. dannemand@gmail. com (P. D. Andersen.

Section 3 contains background information on the Danish economy and culture including (a) the Danish position between liberal and coordinated market economies,

(b) Danish traditions and styles for governmental long range planning and policy making, and (c) Danish experiences with technology foresight.

Empirically, this section is based on publicly available reports and internet information from relevant governmental bodies (ministries and agencies.

Section 4 presents two cases: The Danish Government's Globalisation Strategy, from 2005, and the Research2015 process, from 2008.

In both cases, the impacts have been significant and largely measurable in new legislation and budget allocations.

The Globalisation Strategy and the Research2015 process are two attempts to combine the strong Danish tradition for political compromises, negotiations and stakeholder inclusion with evidence-and expertise-based prospective elements.

and no data are available for Denmark. Two dimensions are of special interest for this paper:

and planning receive more attention than in countries with less uncertainty avoidance, such as Great britain and Denmark.

which individuals are integrated into groups P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 7 avoidance, such as Denmark or Great britain,

Conversely, Consensus Conferences and User Panels are used widely in Denmark, which has a lower uncertainty avoidance index.

As seen, Denmark is characterised by a very low index for both uncertainty avoidance and power distance.

Among all 50 countries that are included in Hofstede's analysis, Denmark ranks as the 3rd lowest for both uncertainty avoidance and power distance.

The Danish hybrid Hofstede's cultural typology needs to be supplemented with a socioeconomic typology in order effectively to analyse the national specificity of foresight exercises.

In contrast, Germany, Austria, Switzerland, The netherlands, Belgium, Finland, Sweden, Norway, Denmark and Japan are mentioned as examples of CME.

Although Denmark is classified as a CME by Hall and Soskice, the Danish socioeconomic aspects also contain features from the LME type 25.

From a socioeconomic perspective, therefore, Denmark is more of a hybrid between CME and LME,

than Hall and Soskice have recognised. For example, one LME aspect is that major Danish firms finance a large part of their research and development themselves.

An even more important LME aspect is that Danish firms and public institutions have substantial freedom to hire

and fire not only unskilled but also highly skilled staff. Therefore, managers, specialists, craftsmen, etc. often shift employment from one company to another or from a public institution to a private firm.

Denmark retains also many features of the CME-type. For instance, wages, work conditions, and certain types of education are negotiated through industrial level bargains between trade unions and employer associations.

This hybrid socioeconomic position of Denmark combined with the cultural aspects of low levels of power distance and uncertainty avoidance have important implications for the specificity of the foresight exercises in Denmark.

Second, the strong traditions for central negotiation at the industrial level in Denmark between employer and employee associations for instance about productivity enhancing means make it more appropriate and convenient for the Danish government to include the industrial partners in the process of discussing

and companies in Denmark support the initiation of participatory consensus approaches 2. 4. National styles in foresight and foresight methods In a recent paper,

sociocultural traditions of power distance and uncertainty avoidance than foresight traditions in neighbouring countries. 3. The Danish context in relation to foresight The intention of this section is to sketch elements of Danish‘‘style

''foresight based on the socioeconomic and cultural features described above. 3. 1. Danish traditions and cultural context of governmental foresight and long range planning As history and cultural context are important,

Denmark was not among the first countries to adopt foresight and similar systematic processes in policy making in science, technology and innovation policies or other policy areas.

First, during the 1970s, Denmark had some rather negative experiences with prospective planning. In two prospective plans (Perspektivplan I and II) from 1971 and 1974, the government analysed social trends and developments 15 and 20 years ahead for the public and private sectors, respectively.

Second, Denmark‘s tradition of basing policy decisions on analyses of available knowledge is weak.

and Power in Denmark'that was launched by the Danish Parliament shortly before the new millennium 27.

The purpose of the project was to analyse the state of the Danish democracy at the start of the 21st century.

P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 10‘Denmark has had never strong traditions for basing political decisions on accessible knowledge as opposed to Sweden, for instance.

The scientific/analytical level in Danish white papers has generally been low. White papers have seemed often negotiated rather than analytical presentations of political issues...

'''27 Furthermore, the Democracy and Power study concluded that the power gap in Danish society has disappeared almost.

This conclusion supports Hofstede's much earlier finding that Denmark has very low power distance. Thus, in Danish political contexts, participatory and consensus elements have, most likely,

more appeal to policy makers than systematic and analytical elements. The Power and Democracy project's conclusion also supports Hofstede's categorisation of Denmark as a low uncertainty avoidance society.

The focus in Denmark seems to be set on‘‘We'll figure it out as we go''and not on medium-to longer-term planning.

Third science and technology have played traditionally a less important role in Denmark than in most of the comparable OECD countries.

As late as the 1980s, the Danish governmental expenditure on research and development (R&d), relative to the country's gross national product (GNP), was among the lowest of the OECD countries.

Consequently, there was less need for policy mechanisms like foresight to define priorities for the governmental expenditure on r&d.

Finally, for several decades, the Danish Board of Technology (DBT) has played an active and internationally recognised role in the political and wider public debate that concerns the potential and consequences of science and technology.

Denmark has established a well tradition of policy evaluation, which also includes science and innovation policies. The combination of the widespread use of policy evaluations and the DBT's parliamentary technology assessment might have constituted a platform for policy making that would make the need for foresight less urgent.

Based on the Danish Globalisation Strategy from 2005, public expenditures on R&d have increased. Consequently, today, Denmark is among the OECD countries with the highest public expenditures on R&d.

Another major initiative of the Globalisation Strategy was an increase in the percentage of public research funding that should be subject to competition.

In 2005, two thirds of Danish public research funding was appropriations directly to universities and research centres,

In conclusion, historically, Denmark has had a weak tradition of applying foresight and similar systematic, forwardloookin processes in national-level policy making.

This changing context has created a need for foresight understood to be political priority-setting for strategic research. 3. 2. Danish experiments with technology foresight In a green paper from 1995,

the Danish research Council for Research policy recommended that the Ministry for Science consider utilising futures studies in affiliation with its strategy processes 28.

In 1998, the Danish Board of Technology established an independent working group to analyse and assess the feasibility of a technology foresight programme in Denmark.

In this study, technology foresight was defined as‘‘dialogue activities and analyses of long-term developments in science, technology, economy and society with the aim of identifying technologies which may have economical and/or societal significance''29.

The working group recommended that the Danish parliament launched a programme for technology foresight that has a budget of DKK 25 30 million (ca. EUR 3. 3 4. 2 million) over three years.

‘the Government will take the initiative to implement a project on technology foresight in Denmark. The aim is to increase knowledge

and improve the decision-making base for investments in technology development in Denmark. The project can be done in connection with public investments in technological service and in connection with larger interdisciplinary research groups, for example'.

and the project was placed initially in the then Danish Agency for Business Development. A pilot programme for foresight was launched early in 2001.

Although Denmark was not among the first countries to adopt foresight explicitly, it must be noted that over several decades,

Denmark has carried out foresight-like processes and strategic planning within individual sectors. For example various energy action plans have many similarities to foresight, both with regard to the processes and results.

The Globalisation Strategy and the Research2015 project This section briefly describes two cases of forward-looking policy making in Denmark.

First, the section describes the Danish government's 2005 Globalisation Strategy. The Globalisation Strategy aimed at a very broad range of policy areas.

and a strategy for transforming Denmark into a leading growth, knowledge and entrepreneurial society. The work was set up in the wake of the government programme‘‘New Goals,

and the following three meetings discussed the Grand challenges that Denmark faces. These meetings were initiated partly by some background papers that were prepared by the secretariat of the Globalisation Council.

On the first day of the meetings, a number of Danish and international presenters who were

In light of the Globalisation Council's work, in April 2006, the government presented an overall strategy for Denmark in the global economy:‘

‘Progress, Innovation and Cohesion Strategy for Denmark in the Global economy'31. The Globalisation Strategy had 14 focus areas.

L. B. Rasmussen/Futures 59 (2014) 5 17 12 as the capability of Danish research institutions to meet these needs.

and it could constitute a common reference framework for the Danish Parliament's political negotiations for the allocation of resources for strategic research.

The task of coining out the priorities that was identified in the catalogue was given to the Danish Agency for Science Technology and Innovation (DASTI.

or challenge and its relevance for Denmark 32. Another phase was a public internet-based hearing for all interested parties.

or opportunities, be broad enough to ensure effective competition among Danish research environments in the call for proposals for strategic research funding,

public authorities and non-governmental organisations that were designated not only on the basis of their personal competences but also their links to major stakeholder groups in Danish society.

Compared with total competitive2 part of the Danish governmental R&d expenditures, which amount to approximately DKK 8 9 bn annually,

Considering Danish society's low uncertainty avoidance, the initiation and implementation of a long-term planning project such as the Globalisation Strategy might be contradictory.

such as the UK and Denmark, than in countries that display more uncertainty avoidance 19. The reason for this is that strategic planning presumes a tolerance for uncertainty

Innovation and competitiveness Denmark's competitiveness Innovation The public sector of the future Knowledge and education Education, learning and competence development What works?

political negotiations are the main basis for political decisions in Denmark 27. In the Danish context

a good decision is a decision on which everybody (or at least the key stakeholders) agrees.

The advantages of using negotiation in Danish settings are obvious. Due to the low degree of power distance in Denmark, major societal stakeholders expect to be involved in the development process of national research policy strategies.

This participative negotiation process, which involves seminars and workshops, provides an obvious opportunity to create a synergy effect due to the creative processes that are shaped by bringing together experiences and ideas from many different interest domains.

) Industry and interest groupings (23) Chairman of Danish universities association (1) 4: Implementation of the Research2015 catalogue in real policy Political negotiations in Parliament, starting with the Fiscal Act of 2009 Most(>75%)of the 21 themes for strategic research were receiving budgets Speakers from the parties

In this paper the concept has successfully been applied for analysing recent foresight in Denmark. The Danish negotiation culture

due to a low degree of power distance and uncertainty avoidance as well as an approach that combines market and non-market coordination mechanisms, cannot be emulated directly in countries that have a very different cultural context.

Even between culturally neighbouring countries, such as Denmark and Sweden, large differences exist in governance culture, in addition to differences in industrial structure, academic traditions and so on.

Denmark in the Global economy, Working papers, vol. 18, International Center For Business and Politics, Copenhagen Business school, 2005.26 R. Popper, How are selected foresight methods?

Foresight 10 (6)( 2008) 62 89.27 L. Togeby, J. G. Andersen, P m. Christiansen, T b. Jørgensen, Power and Democracy in Denmark.

°d, København, 1995.29 Teknologisk Fremsyn i Danmark, Teknologira°det, København, 1999p.164.30 Regeringen, Regeringens Erhvervsstrategi. dk21.

Copenhagen, 2000.31 Progress, Innovation, and Cohesion. Strategy for Denmark in the Global economy Summary, The Danish Government, Copenhagen, 2006.32 OECD-DASTI Horizon scan, 2007.33 Teknologisk Institut, Evaluering af Forsk2015.

Copenhagen 2009.34 FORSK2015. Et prioriteringsgrundlag for strategisk forskning, Danish Ministry for Science, Technology and Innovation, Copenhagen, 2008p.91.

P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 17

Evaluating local and national public foresight studies from a user perspective Nicole Rijkens-Klomp a b,,*Patrick Van der Duin c, d a International Centre for Integrated Assessment and Sustainable development (ICIS), Maastricht University, P o box 616,6200 MD Maastricht, The netherlands b Pantopicon

, Cogels Osylei 36,2600 Antwerp, Belgium c Fontys University of Applied sciences, Academy for Creative industries, Tilburg, The netherlands d Delft University of Technology, Jaffalaan 5, 2628

including Denmark, The netherlands, Norway, etc. A number of concepts and approaches were proposed, such as Constructive technology assessment (CTA), Participatory Design and Participatory Innovation 13,14.

The netherlands and Denmark, as developed in the ERA NET Forsociety Project. The paper highlights the range of purposes this tool can serve,

The netherlands and Denmark in a joint horizon pilot project initiated under the ERA NET Forsociety, this paper makes a series of recommendations regarding horizon scanning processes at the national level and the construction of common future-oriented policies.

and desirability of joining the individual horizon scanning activities of the participating countries (the UK, Denmark and The netherlands).

Denmark and the Netherlannds Before he became the senior advisor he assisted the national coordinator for science and technology foresight of The netherlands Royal Academy of Science.

Denmark started a horizon scan process in 2006, focusing on the societal needs of the future and Emerging s&t.

and issue descripptions from the horizon scans of the UK, The netherlands and Denmark; develop a model for continuous data sharing and comparison;

This database was adapted to incorporrat the data from the Danish and Netherlands horiizo scans. Comparison of the scan data The comparison of data was based on the data of the UK HSC Sigma Scan11 and Delta Scan12 as publisshe on the internet

and the data in the report on Denmark (OECD, 2007) and The netherlands'Horizzo Scan Report 2007 (In't Veld et al.

Medicine Table 1 Main categories used in the different scans Categories Netherlands UK Denmark Social context Society (including public services) Culture Work life People R&d

and user panels in Denmark. The gathering of data for the UK Sigma Scan was facilitated by Outsights-Ipsos MORI,

The primary data for the Danish scan were deliverre by the OECD International Futures Programme Unit with support from DASTI,

which adapted the issue descriptions to the Danish situation after Horizon scanning can be seen as an adaptive foresight instrument that deliberately challenges policy-makers to look at uncertainties

In Denmark, the scan issues were used as input for the selection of prioritised research themes in a four-year cycle of research funding (see Figure 3). The scan data were used alongside the outcome of a public internet‘hearing'process that delivered an additional input

The Danish scan focused on the policy domains of all ministries and therefore implicitly took in all the values incorporated in the policies and services for

The final proposal Dialogue with involved parties from research and society Final research themes RESEARCH2015 catalogue Figure 3. Design of the Danish OECD DAST horizon scan Source:

DASTI is an agency of the Danish Ministry of Sciennce Technology and Innovation that aims to promoot research and innovation of a high international standard for the benefit of Danish society, facilitating development in economic,

cultural and social respeects The horizon scan was mandated by the Danish parliament in 2006 to feed directly into the research agenda setting.

Since this research agenda setting has a long cyclic character it has not yet been announced when another round will be organised.

For the OECD DASTI horizon scan it was clear from the beginning that the results of the scan would be used as an important input for the process of priorittisin new research themes for the Danish fouryeea cycle of the research funding councils

which is acknowledged in the research 2015 document (Daniis Ministry of Science, Technology and Innovation, 2008) that sets the stage for research prioritisation in Denmark for the coming four years in a clear relationnshi to the challenges facing

Danish society in the future. In addition to this we may assume that the process which contained many experts

of which 159 are from The netherlands horizzo scan, 125 from the Danish scan and 146 from the UK scan.

The netherlands scan contained significantly fewer issuue in the societal domain and the Danish in the S&t domain than the others.

or a research funding scheme (as in Denmark) or to identify new crosscutting questions that need further forwardloookin attention with other methods and transdiscipliinar approaches (clusters of issues, as in The netherlands).

while in Denmark it was a single exercise that may be repeated in the next planning cycle for the research agenda.

the Danish Agency for Science Technology and Innovatiio (DASTI), the UK Horizon scanning Centre, the Commisssi van Overleg Sectorraden voor Onderzoek en Ontwikkeling (COS), the Malta Council

which was limited more for the Danish scan due to the fact that the Danish scan had limited a purpose. 4. Australia and New zealand Horizon scanning Network (health technology scan).

Danish Ministry of Science, Technology and Innovation 2008. RESEARCH2015 A Basis for Prioritisation of strategic Reseaarch Available from<http://en. fi. dk/publications/publications-2008/research2015-a-basis-for-prioritisation-ofstrattegicres/research2015-net. pdf

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