C/Inca Garcilaso 3, 41092, Sevilla, Spain b Weber, AIT Austrian Institute of technology, Department of Foresight & Policy development, Donau-City-Straße 1, 1220
These unique conferences have brought together practitioners from three different communities of foresight, forecasting and technology assessment.
This approach is in line with a claim made by another keynote speaker, Richard Hames from the Asian Foresight Institute (AFI),
The latter introduces Integral Philosophy into foresight, based on the argument that the answers required today cannot,
In order to navigate foresight in the sea of expectations, one needs both clear sight as well as a compass.
what it can offer for foresight. His paper investigates the phenomenon that socio-technical developments are saturated with formal and informal anticipations
and discusses the implications of this situation for foresight. The key features of foresight approaches are reviewed against the background of this observation,
and discusses how these support or limit the ambitions of foresight. Downloaded by University of Bucharest at 04:57 03 december 2014 732 Editorial Should a firm match its foresight approach with the types of uncertainty it faces?
AIT Austrian Institute of technology, Department of Foresight & Policy development, Donau-City-Straße 1, 1220 Vienna, Austria Totti Könnölä Impetu Solutions, Palacio de Miraflores
http://foresight. jrc. ec. europa. eu/fta 2011/FTA2011 CALL FINAL. pdf. Last accessed July 2012.2. A fourth religious/mythological perspective can add to bridging the gap between the systems analysis and the real world.
Fourth international Seville conference on future-oriented technology analysis, May 12 13, Seville. http://foresight. jrc. ec. europa. eu/fta 2011/documents/download/PRESENTATIONS/Keynotes/FTA%202011
Fourth international Seville conference on futureorieente technology analysis, May 12 13, Seville. http://foresight. jrc. ec. europa. eu/fta 2011/documents/download/PRESENTATIONS/Keynotes/JO
http://www. tandfonline. com/loi/ctas20 Foresight in an unpredictable world Ilkka Tuomi a a Meaning Processing Ltd.
Ilkka Tuomi (2012) Foresight in an unpredictable world, Technology analysis & Strategic management, 24:8, 735-751, DOI:
8 september 2012,735 751 Foresight in an unpredictable world Ilkka Tuomi*Meaning Processing Ltd. Merenneidontie 24 D, 02320 Espoo, Finland Unpredictability has two main sources:
and foresight frequently fail to grasp socially and economically important technical developments and clariffie why policy strategy,
In this paper, the epistemic and ontological causes for this failure are described and their implications for foresight, innovation policy,
and failing foresight, which in competitive markets remains the only source of profits. 1 Downloaded by University of Bucharest at 04:52 03 december 2014 Foresight in an unpredictable world 737 Epistemic uncertainty Integrating the numerous extant typologies
of uncertainties proposed in the literature, Walker et al. 2003) distinguished two sources of uncertainty. Epistemic uncertainty, according to these authors, is uncertainty due to the imperfection of our knowledge,
Ontological unpredictability thus becomes importaan for technology analysis, foresight, and strategy, as well as for characterising the limitations of evidence-based policy-making in innovation-intensive societies and economies.
'The same artefact Downloaded by University of Bucharest at 04:52 03 december 2014 Foresight in an unpredictable world 739 can be used for many different purposes in many different social practices, each with its own developmental trajectories.
stories of heroic innovators emerge telling howsms functionalitywas devised by clever engineers in the GSM standardisation groups in the mid-1980s.3 Downloaded by University of Bucharest at 04:52 03 december 2014 Foresight in an unpredictable
The stimulus of my action Is downloaded not just by University of Bucharest at 04:52 03 december 2014 Foresight in an unpredictable world 743 the sight of the bear,
Ontological Downloaded by University of Bucharest at 04:52 03 december 2014 Foresight in an unpredictable world 745 Figure 2. Modelling in the context of the phenomenological veil. unpredictability,
Implications for foresight and future-oriented analysis What are the practical implications of the above conceptual analysis for foresight and futureorieente analysis?
Ontological expansion and foresight research The above discussed concepts of unpredictability and ontological expansion shed some new light on recent discussions on foresight research.
Here we touch only two issues: weak signals and scenario methodologies. In future-oriented research, the nature and implications of‘weak signals'have been debated actively during the last few years (Mendonça et al. 2004;
A potential approach to reduce such misplaced overconfidence is to explicate both the underlying Downloaded by University of Bucharest at 04:52 03 december 2014 Foresight in an unpredictable world 747 assumptions (Rossel 2009)
foresight efforts therefore could more appropriately be located around the problem of articulating natural systems, instead of formulating predictive models.
foresight requires an imaginative step that resembles the movement of a mountain climber towards the next hold.
For purely ontological reasoons foresight cannot be based on reactive models. Models inspired by physics, control theory,
Foresight efforts can probably best be organised using reflective learning and knowledge creation as their theoretical framework. If innovation is importaant we probably should give relatively little weight for trend extrapolations,
and we cannot define the meaning Downloaded by University of Bucharest at 04:52 03 december 2014 Foresight in an unpredictable world 749 of a word by adding up letters.
and other articles in the same special issue of foresight on anticipatory systems. Notes on contributor Ilkka Tuomi is Chief Scientist at Meaning Processing Ltd.
Foresight 12, no. 3: 18 29. Luhmann, N. 1990. Essays on self-reference. Newyork: Columbia University Press.
Foresight 13, no. 4: 7 23. Oudshoorn, N, . and T. J. Pinch. 2003. Introduction: How users and non-users matter.
Foresight 12, no. 3: 7 17. Raven, R. P. J. M, . and F. W. Geels. 2010.
Downloaded by University of Bucharest at 04:52 03 december 2014 Foresight in an unpredictable world 751 Rossel, P. 2009.
quantitattive methods Any sufficiently advanced technology is indistinguishable from magic (Arthur C. Clarke) 1. Introduction Is there something phoney about foresight,
Staton (2006) drew out the poverty of foresight if Derrida's claim that foresight does not say much about the future is accepted.
but get to the root of what foresight, as the outcome of anticipation, appreciation and learning, can say about something that does not exist.
Are these the characteristics of foresight, the institutional practice, now in vogue? In the present context, with its emphasis on science and technology, is embedded foresight in diminuendo in its corresponding social and commercial expectations?
The essence of what follows is to rediscover the interdependence, and sometimes interlocking, role of ignorance (Roberts and Armitage 2008;
Again particular kinds of expertise are needed based on the three components of foresight that run throughout the business's activities,
Retracing ones steps to Derrida's criticism, real foresight (Loveridge 2001), perhaps more so than its institutional practice, can have much to say about the future recognising that ultimately the future is a‘black hole'.
If foresight or its institutional counterpart say nothing about the future as Derrida claims, then it is
and in doing so to initiate the three embodiments of real foresight: this role for FTA is discussed further in the next section. 3. Characteristics of FTA as an umbrella activity FTA focuses on the need and potential to address disruptive transformations in response to grand societal challenges.
FTAIS said to provide a common umbrella for foresight, forecasting and technology assessment research techniques of and for their respective communities.
what are believed commonly to be the metaphors from foresight, forecasting and technology assessment: all have a long history and an equally long and growing catalogue of techniques to use:
Currentftacomponents of foresight, forecasting and TA are simply not able to cope with the welter of information now available to anyone with the wit to look for it nor is FTA able to cope with the increasing complexity of the tasks it faces, often with very significant political interventions and implications.
foresight does not and cannot say anything about the future (2) The presence of ignorance in all its manifestations needs to be constantly in mind enabling any FTA to be framed
representations of the opinions and beliefs of their designers (4) The commonly believed metaphors of foresight,
Foresight Seven paradoxes. International Journal of Technology management 21, nos 7/8: 781 91. Loveridge, D. 2009.
Foresight: The art and science of anticipating the future. Newyork: Routledge. M'Pherson, P. K. 1974.
Foresight 10, no. 6: 62 89. Popper, Sir K. 1957. The poverty of historicism. London and Henley:
Monstrous foresight. In Second international Seville seminar on future oriented technology analysis: Impact of fta approaches on policy and decision-making, Theme 2 FTAEVALUATION, Impact and Learning, September 28 29, Seville, 12 pp.
http://www. tandfonline. com/loi/ctas20 Navigating foresight in a sea of expectations: lessons from the sociology of expectations Harro van Lente a a Department of Innovation studies, Copernicus Institute of Sustainable development, Utrecht University, 3508 TC, Utrecht, The netherlands Published online:
Harro van Lente (2012) Navigating foresight in a sea of expectations: lessons from the sociology of expectations, Technology analysis & Strategic management, 24:8, 769-782, DOI:
8 september 2012,769 782 Navigating foresight in a sea of expectations: lessons from the sociology of expectations Harro van Lente*Department of Innovation studies, Copernicus Institute of Sustainable development, Utrecht University, 3508 TC Utrecht, The netherlands Foresight can be described as the articulation of possible futures.
It has a range of applications and is used with different methods, for different objectives and in different settings.
Yet, anticipaatio in science and technology is limited not to foresight, but occurs in many more informal ways.
and it is discussed how these support or limit the ambitions of foresight. Keywords: technology and innovation studies;
foresight; technological change and dynamics 1. Introduction While foresight has been developed into an important instrument for both firms
and policymakking the active exploration of the future is by no means a privilege of foresight methods. Anticipation occurs in many more domains, in particular, in areas of science and technology,
and limits the efficacy of foresight. In particular, two questions stand*Email: h. vanlente@uu. nl ISSN 0953-7325 print/ISSN 1465-3990 online 2012 Taylor & francis http://dx. doi. org/10.1080/09537325.2012.715478
How to characterise and understand the condition of foresight being surrounded by ongoing informal future assessments?
What are the implications of this condition for the efficacy and practice of foresight? The next section will review the range of foresight exercises and their methods, objectives and settings.
and relevance of foresight. 2. Foresight exercises Various forms of foresight have been developed to support strategic decision-making amongst firms
Foresight can be characterized as a systemic instrument aiming at enhanced capabilities in innovation systems and their parts.
Generally, foresight is distinguished according to method, objectives and setting. Various typologies of methods are available, and the review article of Porter (2004) lists the nine families of foresight methods including quantitative and qualitative explorations and forms of stakeholder involvement.
The objectives of foresight may also differ. The basic idea is that decision-making in firms
In their review of theories and practices of foresight in Europe, Da Costa et al. 2008) list six,
‘functions'of foresight for policy-making, see Table 1. Others cluster the intended benefits of foresight into three different objectives (Könnölä, Brummeer and Salo 2007;
Foresight helps to highlight and evaluate alternative paths. Second, foresight might help to build networks
and reinforce the connectivity of the innovation system. This can be through the creation of new combinations or the enhancement of existing networks.
A third objective of foresight is to build a consensual vision of the future in order to harmonise strategies of the different stakeholders.
Foresight has different users, varying from governmental agencies, funding agencies to individual research institutes or firms (Luiten, van Lente, and Blok 2006).
the daily production of research and innovation Downloaded by University of Bucharest at 05:02 03 december 2014 Navigating foresight in a sea of expectations 771 Table 1. Functions of foresight for policy-making.
Arenas of governance Foresight objective Priority-setting Networking Building visions Strategic orientation Macro policy priority-setting National/EU level stakeholders networks Overall political
and present the following comprehensive overview (Table 2). Foresight is exercised also in firms, where it tends to be framed in costs and benefits (Reger 2001;
and consider what they mean for the process of foresight. After all, the conscious and deliberate production of expectations in foresight occurs in an environment where promises
expectations, visions already Abound in general, the social sciences emphasise that human activities are oriented intrinsically towards the future.
And the modalities may range from taken Downloaded by University of Bucharest at 05:02 03 december 2014 Navigating foresight in a sea of expectations 773 for granted statements that do not meet any resistance,
Downloaded by University of Bucharest at 05:02 03 december 2014 Navigating foresight in a sea of expectations 775 3. 3. Expectations
This provides other opportunities for foresight and assessments. For example, constructive technology assessment (CTA) does not intend to give a final decision about the prospects of a technical development,
for instance provided by roadmaps or other foresight results. The term Figure 1. Outwitting the hype cycle.
www. gartner. com. Downloaded by University of Bucharest at 05:02 03 december 2014 Navigating foresight in a sea of expectations 777‘niche'has been introduced to denote this protection (Vergragt 1988) and traces back to the evolutionary metaphor
Overarching vague visions that initiate and coordinate projects may run into trouble as soon they become more specific. 4. Lessons for foresight Foresight concerns a diverse set of policy exercises with different methods, objectives and settings(‘arenas'.
'In general, foresight can be described as the articulation of possible futures, intended as a realistic outlook, as a mirror to the current situation,
The review of the sociology of expectations provides various generic lessons about the viability and limits of foresight.
The discussion is organised along the three objectives of foresight as discussed in Section 2: priority-setting, networking and building visions.
In other words, foresight necessarily occurs in a‘sea'of expectations. The ubiquitous informal expectations circulate within and between groups of developers and policy-makers,
Foresight, thus, necessarily draws from existing repertoires. Some argue that foresight studies run the risk to reinforce existing paths
On the other hand, foresight can be an antidote as well, by Downloaded by University of Bucharest at 05:02 03 december 2014 778 H. van Lente Table 3. Lessons of the sociology of expectations for Foresight objectives of foresight Lessons of sociology of expectations Expectations are drawn from repertoires Expectations
are performative Expectations enhance the strategic character of S&t priority-setting The efficacy of foresight as an antidote to lock in is limited Enhanced legitimation for selected priorities Foresight exercises
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
Visions may become self-fulfiling generating ideas on alternatives. Könnölä, Brummer, and Salo (2007,610), for instance, argue that‘..
Since foresight necessarily draws from existing repertoiire of expectations, is will not generate many‘new'expectations,
an increasingly important task for foresight is to critically reflect on the available, circulating expectations (Könnölä, Brummer, and Salo 2007).
Foresight, it has been argued, may help to challenge established networks or even circumvent lock in conditions by engaging different stakeholders (Havas 2003).
but are performaative The claims resulting from foresight, thus, are not to be seen as descriptive statements that may
This adds a reflexive and strategic dimensiio to the process of foresight, as we saw in the anticipation of the hype cycle,
where companies Downloaded by University of Bucharest at 05:02 03 december 2014 Navigating foresight in a sea of expectations 779
Foresight will thus enhance the reflexive and strategic character of technological change including self-fulfiling and self-denying dynamics.
In the case of priority-setting, foresight will reinforce innovation races: governments tend to follow the choices of other governments.
what this body of literature has to offer for foresight. This article investigated the lessons of the sociology of expectations for the various practices of foresight.
A review of foresight highlights the diversity in methods, objectives and settings(‘arenas'.'The review of the sociology of expectations discussed how expectations legitimise,
inform and coordinate efforts in research, firms and government. These overviews allowed us to draw lessons for foresight.
The condition that foresight is surrounded and nourished by informal estimates, voiced expectations, and circulating images of the future, both limits and enables the formal anticipations.
Foresight exercises will draw from the repertoire of circulating statements, as we saw in the case of technology roadmaps.
it is seen not as adding much news. The alignment of formal and informal expectations makes foresight socially more robust,
howcan foresight raise salience while not hampering its efficacy? While specific answers should be tailor-made,
the basic step is to acknowledge the condition that foresight is embedded in ongoing anticipation and to make this condition more explicit.
in order to navigate foresight in the sea of expectations, one needs both clear sight as well as a compass.
This involves studies of technology Downloaded by University of Bucharest at 05:02 03 december 2014 780 H. van Lente assessment, foresight, intermediary organisations, politics of knowledge production and philosophy of technology.
Evolving foresight in a small transition economy. Journal of Forecasting 22, nos. 2 3: 179 201.
Downloaded by University of Bucharest at 05:02 03 december 2014 Navigating foresight in a sea of expectations 781 Hellsten, I. 2002.
Diversity in foresight: Insights from the fostering of innovation ideas. Technological forecasting and Social Change 74, no. 5: 608 26.
Tailoring foresight to field specificities. Futures 43, no. 3: 232 42. Schot, J, . and A. Rip. 1996.
Hambrick 1982) and to investigate their likely evolution and impact on the organisation (foresight techniques:
and information technology have been regularly applying foresight techniques (Daheim and Uerz 2008; Reger 2001; Rollwagen, Hofmann, and*Email:
The wide interest in foresight seems to be confirmed by the growing number of consulting companies and networks in the field. 1 On the other hand,
scholars have failed to clearly define the value added of foresight and to provide empirical evidence of its contribution to sustain the advantage of the firm over time.
In this context, some scepticism arose in the academic community regarding the reliability of foresight efforts and their soundness and appropriateness for supporting strategic decision-making (Bradley Mackay and Costanzo 2009;
The major evidence of this scepticism may be the fact that today foresight is addressed not specifically by most MBA curricula;
Scholars and practitioners in the field generally respond to such concern about the reliability of foresight by arguing that its role is not so much to predict the future,
However, scholars omitted to investigate thoroughly what kind of foresight techniques and practices should a firm adopt
In order to explore the relationships between environmental uncertainty, foresight, and strategic decision-making, we performed a multiple-case study of corporate organisations.
We then analyse the foresight actions of each firm and the ways these actions fitted its environment.
and shed light on their implications for foresight and strategic decision-making. Environmental uncertainty and strategic foresight Conceptualisation of environmental uncertainty Early conceptualisations of uncertainty go back to pioneering management scholars such as Knight (1921) and March and Simon (1958),
Roadmaps, 3 scenarios, 4 and strategic options (Dixit and Pindyck 1994) are by far the most popular foresight techniques (Becker 2002;
Foresight practitioners and scholars generally respond to such criticism by arguing that the role of foresight
and appropriateness of different foresight techniques and practices for coping with such conditions of uncertainty. In this way, we try to enhance the use of foresight by practitioners
and to respond, at the same time, to the criticism of (some part of) the academic community: matching the right anticipatory approach with the specific conditions of uncertainty a firm is facing in its business environment is an essential condition
which foresight entails about the future. Methods and data The research design is based on an inductive and multiple-case study of a group of selected firms.
since they started their foresight efforts and in particular throughout the 2000s. On the other hand we analysed the foresight activities of each firm in relation to uncertainty and drivers of change in its business environment and the use of strategic foresight in decision-making.
Cross-case analysis and theory triangulation with different bodies of literatuur on environmental uncertainty, foresight,
Foresight in mature industries Environmental uncertainty and foresight approach The chemical and automotive industries throughout the last decade were typically mature and global industries where trajectories of technologies
Foresight and decision-making Decision-makers at BASF seamlessly embedded foresight activities in the strategy formulation process. Scenarios are combined usually with the formulation and evaluation of strategic options,
the foresight analysis highlighted increasing operating costs due to social and political concerns, as well as the likelihood of strong pressure to reduce prices to consumers,
Foresight in fast-paced industries Environmental uncertainty and foresight approach The consumer electronics and ICT industries
As with Philips, foresight efforts at Siemens aim at identifying strong discontinuities and disruptions in markets and technologies so that they can be acted upon quickly.
Foresight and decision-making The main goal of strategic foresight at Philips is to drive the renewal of the organisation by figuring out how to exploit the new market opportunities enabled by emerging technologies or in response to changing customer needs.
A senior manager of Philips emphasised In our business foresight must address an essential prerequisite before using traditional techniques like scenarios:
foresight must help decision makers realize the implications of new technologies and customer needs for the value chain,
Boundary uncertainty entails strong implications for foresight efforts: our findings suggest that decision-makers facing discontinuous drivers of change
we try to enhance the academic standing of foresight and its use by practitioners: we believe that matching the right foresight approach with the specific kind of uncertainty faced by a firm is an essential condition in order to foster and nurture the learning process about the future
which previous scholars have suggested as the main contribution of foresight to strategic decision-making (van der Hejden et al. 2002;
and recruiting the foresight skills they required among MBA and Phd graduates. 3. Roadmaps consist of representations of interconnected nodes of major changes and events in some selected fields of the external environment, such as science, technology, and markets.
and International Journal of Foresight and Innovation policy. He has been a consultant for large firms and governmental bodies in Italy and abroad in several foresight projects.
Corporate foresight in Europe: A first overview. RTD K-2 Scientific and Technological foresight, Brussels: European commission.
Corporate foresight. In Future-oriented technology analysis, strategic intelligence for an innovative economy, ed. C. Cagnin, M. Keenan, R. Johnston, F. Scapolo,
Corporate foresight in Europe: From trend based logics to open foresight. Technology analysis & Strategic management 20, no. 3: 321 36.
Day, G. S, . and P. J. H. Schoemaker. 2006. Peripheral vision. Boston, MA: Harvard Business school Press.
Foresight in science and technology. Technology analysis & Strategic management 7, no. 2: 139 68. Downloaded by University of Bucharest at 05:03 03 december 2014 796 R. Vecchiato Mendonça, S m. P. Cunha, J. Kaivo-oja,
Managing foresight in changing organizational settings: Introducing new perspectives and practices. Technology analysis & Strategic management 21, no. 3: 285 9. Miles, R. E,
Foresight and innovation in the context of industrial clusters: The case of some Italian districts.
International Journal of Foresight and Innovation policy 3, no. 2: 218 34. Ruff, F. 2006. Corporate foresight:
Integrating the future business environment into innovation and strategy. International Journal of Technology management 34, nos. 3 4: 278 95.
Organization and the future, from forecasting to foresight. In Managing the future: Foresight in the knowledge economy, ed. H. Tsoukas and J. Shepherd, 1 19.
London: Blackwell. Vecchiato, R, . and C. Roveda. 2010a. Foresight in corporate organizations. Technology analysis & Strategic management 22, no. 1: 99 112.
Vecchiato, R, . and C. Roveda. 2010b. Strategic foresight in corporate organizations: Assessing the effect and response uncertainty of technology and social drivers of change.
Nevertheless, the learning process (a feature of foresight) embedded in the proposed framework differs from the one entrenched in other management tools (Appendix 2) as learning also occurs according to the capabilities accumulated within the systems'operation.
or points of view (appreciation is another part of foresight) since this breaks down existing limits, brings coherence to everybody involved
to enable business networks 805 Foresight cannot remove the uncertainties any business faces and actually invests in:
Attention to the three basic requirements of foresight, appreciation, anticipation and learning, all of which imply numeracy,
Foresight can also expose a range of equally likely paths into the future that may permit more insightful decisions to be made by a business.
Foresight demands thatwittgenstein's dictum that‘methods pass the problem by'be in mind constantly.
Equally, Al Haig's dictum that‘vision without discipline is daydream'(Haig 1984) is necessary to prevent the outcomes of foresight becoming too expansive.
Once foresight has provided insights into possible business directions, forecasting and technollog assessment are essential associates, both
Through its components (foresight, forecasting and technology assessment), FTA has an undeniably arduous role to play.
cleaner production and foresight. He is developing EU and national projects related to sustainable manufacturing, RTDI priority-setting and regional coordination as well as joint programming and also supporting policy-making through the early identification of weak signals of emerging issues.
Foresight for smart globalizatiion accelerating & enhancing pro-poor development opportunities. Alexandria, VA: Institute for Alternative futures. http://www. rockefellerfoundation. org/uploads/files/cf248c9f-3d6c-434a-9d1e-7909bb4c1feb. pdf (accessed July 2012.
Global foresight: Lessons from scenario and roadmapping process on manufacturing systems. Futures. Cagnin, C. H. 2005.
Systems thinking for foresight. Phd thesis, Manchester Institute of Innovation research. Shelton, C. 1997. Quantum leaps. Butterworth-Heinemann.
Foresight in an unpredictable world. Proceedings of the fourth international Seville conference on futureorieente technology analysis, Seville, Spain.
but more as a hybrid of foresight and organisational strategy crafting. Roadmapping can be used in strategy processes, for example, in the following ways (Figure 2:
foresight and organisational learning methods were integrated in a workshop process. During the workshops in 2009, some 30 VTT researchers and management representatives built shared understanding of the field.
This integrated process was called learning by foresight and evaluation (with the acronym LIFE, learning by foresight and evaluation;
and knowledge spaces 833 Figure 5. The LIFE (learning by foresight and evaluation) process. for new services and service providers.
Nordic ICT Foresight: strategy space and visionary space, systemic II scope Our fourth case is Nordic ICT Foresight, an example of a systemic foresight exercise (Ahlqvist et al. 2007a, 2007b.
It focussed on building a policy-level perspective for Nordic-level developmeent The systemic policy orientation distinguishes Nordic ICT Foresight from the three previous examples.
The systemic orientation was visible in the‘Russian doll'style of layered project structuure the project operated simultaneously on the layer of separate ICT applications, on the layer of ICT adoption in four fields (the experience
Knowledge spaces and systemic capacities Nordic ICT Foresight can be perceived as a systemic II type of policy-oriented foresight process,
The knowledge spaces of the project are summarised in Table 6. Nordic ICT Foresight operated primarily in the strategy space.
and knowledge spaces 837 Table 6. Summary of the knowledge spaces in the Nordic ICT Foresight.
The fourth case, Nordic ICT Foresight, was oriented a policy exercise targeted at national and transnational (Nordic) scales.
The Nordic ICT Foresight aimed to foster the visionary notions of‘Nordic innovation culture'and‘common strategy region'in the context of ICT applications.
and Nordic ICT Foresight which all represented different roadmap scopes and knowledge spaces. Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
The lessons of the article could be ennobled by putting them in a dialogue with other foresight methodds such as scenario and weak signal analysis.
He has published widely in the field of foresight, on topics such as roadmapping, emerging technologies and infrastructures,
Her research focusses on foresight and socio-technical change especially on organisational learning theories, network development,
Her research focusses on the links between foresight knowledge, corporate strategy, and innovation policy. She holds a Phd from Helsinki Swedish School of economics and Businessadministration and Lic.
Johanna Kohl is a senior scientist and a team leader in Foresight and Socio-Technical change team at VTT.
and foresight-related research in VTT. Her current research interests include, for example, emerging risks and critical infrastructure protection.
Nina Wessberg is a senior scientist in Foresight and Socio-Technical change team at VTT. Her current research interests are especially in sustainable energy solutions at the society.
Foresight 9, no. 4: 58 62. Ahlqvist, T. 2009. Roadmaps and policy-making. Lecture at the roadmapping course for DIIRD (Department of Industry, Innovation and Regional development), Victoria, Australia.
Foresight 12, no. 5: 3 26. Ahlqvist, T.,H. Carlsen, J. Iversen, and E. Kristiansen. 2007a.
Nordic ICT Foresight. Futures of the ICT environment and applications on the Nordic level. Helsinki:
Nordic ICT Foresight. Futures of the ICT environment and applications on the Nordic level. Summary report.
International Journal of Foresight and Innovation policy 1, nos. 1/2: 4 32. Whittington, R, . and Cailluet, L. 2008.
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