Thailaand His work includes foresight research, training, and consulting internationally. His recent research interests incluude converging technologies to combat emerging infectiiou diseases and climate change.
From 2006 2009 he was a policy researcher at the APEC Center for Technollog Foresight, Bangkok, Thailand.
in order to make the best use of the foresight roadmaps, the results should be disseminaate to a broad range of (and certainly to those in positions of authority) stakeholders.
Some advances in the practice of foresight. Paper presented at EU US Seminar: New Technollog Foresight, Forecasting & Assessment Methods, held 13 14 may 2004, Seville, Spain.
World health organization 2006. Assessing vaccine-preventable diseases burden and immunization impact. Available at<http://www. who. int/immunization monitoring/burden/en/>,last accessse August 2008
from various disciplines (e g. design, foresight, fault tree analysis, anthropology etc. in order to support user-driven innovation.
One particular feature of the 2011 FTA Conference was the organisation of two invitation-only sessions devoted to good practice in foresight for policy.
The criteria identified as being important for foresight specialists to achieve effective policy engagement were deep knowledge in the relevant field, a‘roadmap'style of thinking
Embedding foresight into and across national, and increasinngl transnational, research and innovation systems can be seen to offer the most effective approach to meeting crosscutting societal challenges.
and also the challenges posed to foresight design and management. They elaborate three central guiding foresight principles:
scalability, modularity and flexibility. The value of novel approaches to FTA to more effectivvel identify,
Nehme, de Miranda Santos, Filho and Coelho provide a case study of the application of foresight by the Brazilian Center for Strategic Studies and Management (CGEE), over the past nine years.
<http://foresight. jrc. ec. europa. eu/fta 2011/intro. html>accessed March 2012.138. M. Boden et al.
<http://foresight. jrc. ec. europa. eu/fta 2011/Programmeandpapers. htm>accessed March 2012. The role of FTA in responding to grand challenges. 139
Foresight recommendations are shaped and derived according to the nature and complexity of the themes being considered, the level of stakeholder participatiio and, quite frequently, the communication skills of those managing the process.
foresight; decision-making; strategic intelligence; communication; mind-set transformation. 1. Introduction Exercises to explore the future are considered to be importaan for strategic planning, decision-making support and for public policy formulation,
Foresight seeks to provide a strategic perspective for the present, with knowledge of future possibilities, building commitment to and coordination on national or institutioona priorities.
Vecchiato and Roveda (2010) prefer to use the term‘strategic foresight'rather than the simpler‘foresight
social engagement and foresight are relatively recent subjects of study which present controversial points. As far as governance is concerned
In this sense, shaping the future from the perception of present opportunities is, broadly speaking, known as foresight.
From this brief introduction about the environment of governance social engagement and foresight, it can be seen that the discussion about intangibles should be focused more on state-of-the-practices than the state-of-the-art.
and conducting foresight exerciise according to the CGEE's values and institutional mission (Santos et al. 2004).
as well as practical orientattion contained in the Handbook of Knowledge society Foresight (Miles et al. 2002) and in Godet (2001).
which comprises technology intelligence, forecasting, roadmapping, technollog assessment, and foresight. In addition, this methodological approach was based on the perception that decision-making emerges from a negotiaatio between multiple actors.
This perception is the key point of the forsight methodology, which can be defined as a:..
foresight is considered to be an activity connecctin three different dimensions of the same process: thinking, debating and shaping the future.
and foresight, relying on a diversity of methods and techniques and, above all, having flexibility and resilience in its application,
when foresight exerccise and innovation strategies are applied to new future possibilities in academia. Some of the intangible gains must be highlighted
The establishment of a foresight culture within organizattion or industries, which could result in a better decision-making process.
Conway, M. and Voros, J. 2002)‘ Implementing organisational foresight: a case study in learning from the future',paper presented at International Conference Probing the Future:
Developing Organisational Foresight in the Knowledge Economy, held Glasgow, Scotland, 11 3 july 2002. Cuhls, K. and Grupp, H. 2001)‘ Alemanha:
De Geus, A. 2002) Tools for Foresight: Planning for the Unpredictable Future. Cambridge, MA: Harvard Business Press.
The case for integral foresight',paper presented at Foresight International Seminar: From Theory to Practice, Brasilia, Brazil, 16 7 december 2010.
a simple guide to successful foresigght'Foresight: the Journal of Future Studies, 1: 5 9. Irwin, A. 2004)‘ Expertise and experience in the governance of science:
Johnston, R. 2010)‘ Methods and tools for breaking mindsets and bringing new perspectives to the table',paper presented at Foresight International Seminar:
Miles, I.,Harper, J. C.,Georgiou, L.,Keenan, M. and Popper, R. 2008)‘ The many faces of foresight'.
Miles, I.,Keenan, M. and Kaivo-Oja, J. 2002) Handbook of Knowledge society Foresight. Manchester: Prest.
Vecchiato, R. and Roveda, C. 2010)‘ Foresight in corporate organizations',Technology analysis & Strategic management, 22:99 112.
foresight; technology assessment. 1. Introduction Recent years have seen a great deal of discussion on how science, technology and innovation (STI) systems might be reoriented to better address several grand challenges that affect not only contemporary societies but also the future of human civilisation itself.
and practice for thinking about the future something that is often termed a‘foresight culture'Enhance the standing
The importance of transnational foresights is highlighted also specifically for joint programming (Acheson et al. 2007. In this regard, the importance of the informing role and benefits from FTA are recognised already in the new instruments.
Enhancement of the strategic capabilities of individuals and organisatiion through the development of a foresight culture can be an important side effect of any FTA ACTIVITY provided appropriate provisions are made in the design of the new instruments.
as well as regular interactions among stakeholders that allow active engagement and understanding of foresight philosophy and practices.
This would require, at the least, a dedicated preparaator phase to enable training in foresight and trust building through regular interactions among stakeholders that would allow an understanding of foresight philosophhy roles and practices.
Such a preparation phase is hardly foreseen in the design of or launched new initiativves such as the Lund Declaration11 that shall be the basis for designing the EU's future policies for research and innovation.
Barre',R. and Keenan, M. 2008)‘ Revisiting foresight rationalles What lessons from the social sciences and humanities?'.
*Jennifer Cassingena Harper2, Totti Ko nno la 3 and Vicente Carabias Barcelo'4 1ait Austrian Institute of technology, Department of Foresight & Policy development, Donau-City
Transformations linked to disruptive events are causing a shift in future-oriented technology analysis (FTA ACTIVITIES from individual large-scale foresight actions to smaller in-house exercises and capacity building.
and more recently there has been a growing trend to use foresight to open up broader and exploratory debates,
2012) report on the setting up of foresight units within several departments at the federal level in Canada.
We can conclude that a substantial benefit can be derived from such networks, in particular for smaller countries or countries with a less developed foresight and anticipatory intelligeenc culture in general.
and policy roadmapping activities‘Linking territorial foresight and urban planning'Ferna'ndez Gu ell et al. 2012) Addresses spatial dimension in gradual transformation, combining both reactive and deliberate approaches in scenario work that integrate spatial dimensions of urban planning Elements of different modes of governance addressed.
For instance, integration in view of central planning vs. competition in view of market forces defining urban development Individual regional foresight project‘Embedding foresight in transnatiiona research programming'Deals with deliberate approach to both rapid
Recent experience from Germany'Warnke (2011) Focuses on deliberate design of transformations from viewpoint of post-Foresight phase
and in particular policy strategies Various governance modes are addressed in examination of instituutiona change for uptake of foresight results in design of systemic innovation policy Discusses how the findings of foresight project are embedded in institutional structures and policy design 160.
as reflected, for instance, in the creation of new dedicated horizonscanning centres, the strengthening of parliamentary technology assessment offices and the establishment of dedicated foresight units in firms and public administration.
In this context, it is imperative that foresight initiatives to address global challenges are carried out at regular intervals to build a common understanding of current situatiion
See<http://foresight. jrc. ec. europa. eu/fta 2011/Programmeandpapers. htm>accessed 15 december 2011.2. A f ifth possible way of social organisation would be the solitary person who escapes from coercive or manipullativ social involvement altogether.
FTA Conferences on<http://foresight. jrc. ec. europa. eu/fta. html>accessed 15 dec 2011.4. FARHORIZON Innovation policy Workshop (Weber and Georghiou 2010) and ERAPRISM Policy Dialogue Brief on Innovation policy (Georghiou and Harper 2010),<http://farhorizon. portals. mbs. ac. uk
<http://foresight. jrc. ec. europa. eu/fta 2011/Programmeandpapers. htm>accessed 15 dec 2011. Amanatidou, E. 2008)‘ Joint foresight':
Foresight, 10: 103 17. Amanatidou, E.,Butter, M.,Carabias, V.,Ko nno la, T.,Leis, M.,Saritas, O.,Schaper-Rinkel, P. and van Rij, V
Brummer, V.,Ko nno la, T. and Salo, A. 2008)‘ Foresight within Era nets: Experiences from the preparation of an international research programme',Technological forecasting and Social Change, 75: 483 95.
Cachia, R.,Compan o, R. and Da Costa, O. 2007)‘ Grasping the potential of online social networks for foresight',Technological forecasting & Social Change, 74: 1179 203.
Calof, J.,Miller, R. and Jackson, M. 2012)‘ Towards impactful foresight: Viewpoints from Foresight consultants and academics',Foresight (forthcoming.
Cuhls, K. 2001)‘ Foresight with Delphi surveys in Japan',Technology analysis & Strategic management, 13: 555 69. Daheim, C. and Uerz, G. 2008)‘ Corporate foresight in Europe:
From trend based logics to open foresight',Technology analysis & Strategic management, 20: 321 36. Dervin, B. 1998)‘ Sense-making theory and practice:
An overview of user interests in knowledge seeking and use',Journal of Knowledge management, 2: 36 46.
European commission. 2006)‘ Creating an Innovative Europe, 'Report of the Independent Expert Group on R&d and Innovation appointed following the Hampton Court Summit
L. 2012)‘ Linking territorial foresight and urban planning',Foresight (forthcoming). Funtowitz, S. and Ravetz, J. R. 1994)‘ Emergent complex systems',Futures, 26: 568 82.
Ko nno la, T. and Haegeman, K. 2012b)‘ Embedding foresight in transnational research programming',Science and Public policy, 39: 191 207.
Loveridge, D. and Street, P. 2005)‘ Inclusive foresight',Foresight, 7: 31 47. Nehme, C. C.,de Miranda Santos, M.,Fellows Filho, L. and Massari Coelho, G. 2012)‘ Challenges in communicating the outcomes of a foresight study to advise decision-makers on policy and strategy
transition management in public policy',Foresight, 3: 15 31. Salo, A. and Kuusi, O. 2001)‘ Developments in parliamentary technology assessment in Finland',Science and Public policy, 28: 453 64.
Tiits, M. and Kalvet, T. 2011)‘ Foresight as an innovation policy tool in smaller catching-up economies:
<http://foresight. jrc. ec. europa. eu/fta 2011/Programmeandpapers. htm>accessed 15 dec 2011. Tukker, A. and Butter, M. 2007)‘ Governance of sustainable transitions:
<http://foresight. jrc. ec. europa. eu/fta 2011/Programmeandpapers. htm>accessed 15 dec 2011. Weber, M. and Georghiou, L. 2010)‘ Dynamising innovation policy:
<http://foresight. jrc. ec. europa. eu/fta 2011/Programmeandpapers. htm>accessed 15 dec 2011. Coping with a fast-changing world. 165
Foresight offers a means to explore these dimensions of science. The International council for science (ICSU) has been applying foresight as a central component of its strategic planning.
This paper describes the most recent ICSU exercise which has explored how two decades hence international collaboration in science could foster progress in science and address global challenges.
research foresight; international science cooperation; scenarios; International council for science. 1. Introduction Responses to grand challenges, if they are to be effective,
A final section draws some preliminary conclusiion on the design choices taken, the peculiarities of conducting foresight in international arenas,
and the scope for using foresight to further international science cooperation in the future. 2. The past and the present of international science cooperation Before thinking about the futures of international science cooperation,
Following a foresight design framework outlined by Keenan and Miles (2008 these can be grouped as follows:.
were used extensively. 3. 2 The three phases of ICSU foresight The foresight exercise entailed three phases as follows:.
The new plan also includes commitments to engage the ICSU memberrshi in continuing foresight analysis
as necessary, in the light of the foresight findings. The internal impacts of the success scenario are less certain at the time of writing,
This can be taken as a strong signal of the likely interest of the science policy community in the scenarios. 4. 2 Lessons in conducting international foresight Reflecting on the approach taken in the ICSU foresight,
'175 Finally, the exercise and ICSU's other uses of foresigght e g. in the Earth systems visioning exercise have demonstrated the feasibility of using foresight in support of international science cooperation activities.
foresight has been proven to be a useful tool for bringing together different stakeholders in processes of mutual learning and exchange of expectations of the future,
At the same time, ICSU's independence and unique ability to consult with the worldwide scientific community in conducting global foresight
Cagnin, C. and Ko nno la, T. 2011)‘ The challenge of global foresight: lessons from scenario and roadmapping process on intelligent and sustainable manufacturing systems,
2011b)‘ ICSU Foresight Analysis Report 1: International Science in 2031 Exploratory scenarios'.'Paris: International council for science. iknow. 2011)‘ iknow ERA Toolkit:
Miles, I.,Cassingena Harper, J.,Georghiou, L.,Keenan, M. and Popper, R. 2008)‘ The many faces of foresight'.
foresight; socio-technical transformation. 1. Introduction Since the 1960s, the results of R&d practices have increasinngl been approached as knowledge inputs in the construuctio of science and technology policies.
foresight and forward-looking policy design The concept of a system has different emphases in different branches of the innovation literature.
In the field of foresight, the idea of systemicity, and especially the anticipation of potential system failures, has become a key rationale.
) Foresight stimulates two types of systemic capacities. First, foresight provides actors with informatiio and signals outside the immediate environment and helps to identify potential threats and opportunities.
It thus helps to overhaul the so-called market lock in. Secondly, foresight stimulates new social structures and linkages that could be useful in fostering the circulation of information in the system.
Georghiou and Keenan (2006: 764) also propose that foresight has other functions, like exploring future opportunities in order to set priorities for investment in science and innovation activities,
reorienttin the science and innovation system, demonstrating the vitality of the science and innovation system, bringing new actors into the strategic debate,
foresight has a catalysing role. Foresight is about the formation of‘process benefits, 'about aligning expectations and building a‘self-fulfilling prophecy'.
'In a systemic view, foresight can thus be viewed as‘an integral element of networked and distributed policy making'.
'This is realized through three functions of foresigght informing, strategic counselling and facilitating (Weber et al. 2009:
766) also distinguish three policy rationales of foresight. The first is the provision of policy advice by accentuating the long-term perspective.
Foresight builds up an‘interaction space'by stimulating new networks and communities through the formation of a common vision.
In our approach, foresight has a specific role and thus one could talk about forward-looking policy design.
From our perspective, six functions of foresight defined by Da Costa et al. 2008: 369) aptly capture the functions of foresiigh in the context of policy design.
Support to strategy processes and global market foresight MARKETS: Sub-optimisation, price dominates; Fragmented markets; Technically defined regulations;
T. Ahlqvist et al. to support regional strategy processes by executing systematti rounds of global market foresights.
The roadmapping approach represents a form of foresight which can contribute to dealing with the web of future dependencies.
First, innovation policy roadmapping contributes to enhancing the systemic benefits of foresight. Our conclusiion support the views of Georghiou
and Keenan (2006) who emphasize the systemic rationale of foresight. Foresight enables the connection between multiple stakeholdders with diverging perspectives
and limited informatiion and enables them to align their actions towards shared long-term visions. Foresight processes can produce outcomes that spring from interactions between multiple stakeholders.
Transition management in public policy',Foresight, 3: 15 31. Smits, R. and Kuhlmann, S. 2004)‘ The rise of systemic instrumeent in innovation policy',International Journal of Foresight and Innovation policy, 1: 4 32.
Smits, R.,Kuhlmann, S. and Shapira, P.,eds,(2010) The Theory and Practice of Innovation policy:
experiences from the innovation policy foresight and strategy process of the City of Vienna',Technology analysis and Strategic management, 21: 953 69.
Embedding foresight in transnational research programming Totti Ko nno la 1, *and Karel Haegeman2 1 Impetu Solutions, Vi'ctor Andre's Belaunde, 36-4c, 28016 Madrid, Spain 2european Commission, JRC-IPTS, Edificio EXPO
This provides some evidence on a potentially significant role for foresight in facilitating and integrating different functions of programming
but also shows major challenges in foresight design and management, which we address by way of elaborating guiding foresight principles of scalability, modularity and flexibility.
We also consider the potential role of foresight in joint programming in Europe and in transnational research programming elsewhere.
Keywords: transnational research co-operation; foresight; joint programming. 1. Introduction Science and scientists have crossed the national borders of individual states for many years.
International research collaboration has become a daily business together with the pace of globalisation. In this respect, more collaborattio in research programming across borders makes sense in terms of avoiding duplication, reaching a critical mass and detecting gaps,
and examine some recent European experiences using foresight as a co-ordination tool embedded in the facilitation of transnational research collaboration.
possible foresight principles in the context of transnational research programming are discussed, as well as the role foresight can play as an integrator of programming functioons The paper also looks at the implications for transnatiiona programming in Europe and elsewhere.
Finally, it draws conclusions for foresight in transnational research programming. 2. Co-ordination of transnational programming The co-ordination of cross-national public research involves a set of challenges in bridging potentially Science and Public policy 39 (2012
) pp. 191 207 doi: 10.1093/scipol/scs020 The Author 2012. Published by Oxford university Press. All rights reserved.
evaluation and learning-based policy-making Lack of national support to fund longer-term collaboration in evaluation Embedding foresight in transnational research programming. 193 European experiences
In last two decades systemic challenges in research and innovation have lead to the development of systemic Embedding foresight in transnational research programming. 195 instruments for better preparedness, co-ordination and integrratio of research and innovation systems
Among different systemic instruments foresight has been characterised as a participatory, systemic and anticipatory vision building approach that supports the present-day decision-making (European commission 2002).
In this paper we explore the possible role of foresight in transnational research programming and how it can respond to systemic, horizontal,
and facilitating the different functions of programming described in Table 2. 3. Empirical observations on recent foresights in connection with transnational research programming In this section we describe three European cases of transnatiiona research programming in terms of the role foresight
some possible foresight principple are discussed in Section 4. Further testing of those principles goes beyond the scope of this paper,
T. Ko nno la and K. Haegeman specific processes and roles of foresight in each of these cases is given below and in Fig. 2. 3. 1. 1 Wood Wisdom-net24.
The main role of foresight in this case is to support the joint programme preparation of Member States
The main role of foresight in this case is to develop, maintain and update the strategic research agenda (SRA),
To this end a foresight and programming unit (FPU) was established, consisting of a small group with an interest in the animal diseases and their future perspectives.
and respective foresight roles Case Partners Timing Goal Role of foresight Wood Wisdom-net20 18 partners from 8 European countries 2004 8 Establish
business opportunities and needs for new co-operation structures Support identification of breakthrroug innovations on functions of cities in future (2020 50) Embedding foresight in transnational research programming. 197 3
In this case foresight supports the identification of specific research needs and roadmaps, short-and long-term poliic measures
30 and making use of foresight techniques (a backcasting experimeent a first vision building workshop
Such diversity of foresight activities indicates that it is relevant to tailor the foresight design and management style to the case-specific context and to particular requirements of the participating organisations and related stakeholders.
Foresight supports the alignment of different research systems by Figure 2. Project phases of foresight in each of three cases selected. 198.
and their plans for Table 5. Ways in which foresight addresses co-ordination challenges in transnational research programming Co-ordination challenge Wood Wisdom-Net EMIDA Urban Joint
and capabilities to benefit from planned programme Proposals for new/additional foresights aiming to cover identified gaps in future outlooks on regional
close co-operation with China on foresight) Horizontal co-ordination Cross-feeding of research teams was encouraged by assessment of submitted issues
Foresight efforts focus specifically on interfaces of those four pillars Urban Europe exchange platform aims amongst others at connecting various disciplines
which can change during process accordiin to upcoming needs Analysis of current time horizon of existing programmes reveals a lack of longer term foresights.
Foresights with a time horizon of 2050 and beyond are planned therefore Development of scenarios, desirable futures and pathways towards these futures for specific Urban Europe topics Use of a pilot call to improved understanding of future trends
and Urban Europe and ensuring a long-term integration of stakeholders in activities Embedding foresight in transnational research programming. 199 increasing research capacity in a specific thematic area can also contribute to better understanding and aligning research systems.
Foresight may enhance vertical co-ordination by taking stock of previous anticipattor studies and existing visions for the future at regional, national and transnational level.
Horizontal coordinnatio can be enhanced by foresight by encouraging the sharing of research interests among research teams in different areas and disciplines.
Temporal co-ordination can be enhanced by foresight through the joint development of a vision for the future and of a roadmap towards it,
thus evolving towards a more continuous application of foresight. It can also mean the establishment of a flexible and adaptive approach to foresight,
which can change upcoming needs. Here, the establishment of stakeholder platforms for long-term stakeholder engagement in the process and knowledge and collaboration platforms for cumulating knowledge
In particuular the temporal co-ordination dimension calls for safeguarding the existence of a foresight function
In particulaar the role of a supporting tool like foresight for engaging and mobilising the innovation communities can be crucial for understanding
We consider that foresight holds promise for a structured and responsive process that efficiently mobillise stakeholders
Foresight supports a structured organisation of stakehollde involvement, orienting the efforts towards understanndin diverse interests and shared visions on future developments,
We first look at some principles for the use of foresight, drawing on the cases, and then explore more in detail how foresight can play a role as an integratto of different functions of transnational research programming.
Section 4 ends with a look at the implicatiion for research programming in and beyond Europe. 4. 1 Foresight principles for transnational research programming To be effective in supporting transnational research programming,
foresight activities need to address the 200. T. Ko nno la and K. Haegeman different dimensions of co-ordination challenges.
Against this backdrop, the design and management of foresight may benefit from some principles that support the attainmeen of the objectives of the entire programming initiative and support its legitimacy in the wider research and poliic landscape.
Foresight can be structured in a way that allows flexibility in design to respond to the changing expectations of stakeholdders for instance including open access
the establishment of a small foresight team prepared to be adaptive and flexible depending on the changing conditions. search for a balance between planned foresight activities and expected additional non-defined activities of the FPU In the Urban Europe case,
and instruments to participate (such as foresights, joint calls, and the alignment of existing programmes) in variable geometry.
Furthermore, if one regards foresight as a creative process (Salo et al. 2004), then it may be impertinent to fix foresight objectives
and design for the duration of the Embedding foresight in transnational research programming. 201 entire exercise,
The foresight literature contains several accounts of the tensions arising from attempts to map out and execute large-scale foresight exercises according to a clear‘bluepriint (Havas 2003).
The need for responsiveness by which they mean‘purposely designed managerial controls for making warranted mid-course adaptations to foresight objecttive
and objectives of the entire project (see Fig. 3). 4. 2 Foresight as an integrator Transnational foresight activities may be seen to claim excesssiv resources
Hence, foresight can be seen as an integrator of other programming functions, which structures the engagement of stakeholders from different countries,
and speeds up the implementation (see Fig. 4). Achieving the benefits of foresight activities in support of the implementation of other programming functions is related to the appropriate positioning of foresight design and management in the overall programming process.
which are apparent in the implementation of transnational research programming and the consequent roles for foresight..
Towards this end foresight can facilitaat access to and co-ordination of different networks and databases of experts and other stakeholders.
and innovation systems Figure 3. Process and result flexibility in modular foresight design for transnational research programming. 202.
Foresight extends the sector and discipline focused expert databaase and thus provides opportunities to bring in new faces in incumbent collaborative networks,
34 Furthermoore foresight plays particularly a relevant role in learning on future developments in the areas where there is little
By way of engaging stakeholders in the creation and codification of tacit knowledge (Nonaka 1994), foresight synthesises key findings for decision-makers from fragmented information and expert recommendations.
Considering the national differences in foresight capabilities and capacities, particcula efforts in organising training35 for possible national coordinators could enhance the overall quality
in order to implement and evaluate the programme seem to call for sharing best practices Figure 4. Foresight as an integrator of different functions of transnational research programming.
Embedding foresight in transnational research programming. 203 in appropriate applications for the benefit of different types of transnational research programming.
and the accumulation of foresight and other types of supporting knowledge through the shared repositories could benefit different types of activities in the realm of transnational research programming. 4. 3 Implications for research programming in Europe
(which is understood to include foresight and other forms of anticipatory intelligennce) The above-presented three foresight principles in this section are particularly relevant for JP,
as the JP instrument is based on variable geometry, voluntary particippatio and flexible implementation. The argument for using foresight as an integrator of transnational programming functions pleads for giving a more promineen role to forward-looking activities as an integrator of other framework conditions.
Finally, the ways in which foresight can accommodate the four dimensions of the co-ordination challenge may offer a more systematic way for JP to address these dimensions,
e g. to systematically involve regional and local levels in JP. The analysis and discussion may be of similar relevance to forms of transnational research programming between nations outside Europe
This provided some evidence on a significant role for foresight in facilitating and integrating different functions of programming.
However, this requires that foresight and the principles we have outlined are integrated into the overall design and management from the outset of the programming activities.
Therefore, we suggest further research and piloting of general foresight principles and guidance for the efficient and flexible implementation of transnational research programming.
Towards this end, the further piloting of the principles and roles for foresight in transnational research programming should be enhanced,
and capacity in running, foresight projects through foresight training. Knowledge collected on pilots methodologies and understanding of transnational research programming needs to be accumulated, calling for institutionalised forms of knowledge repositories.
While choosing the perspective of embedding foresight in transnational programming rather than providing ad hoc support,
we run a risk of co-optation37 of foresight and consequent constraints to develop radically new alternattive or particularly bold programmes in terms of scale and ambition.
Furthermore, the positioning of foresight 204. T. Ko nno la and K. Haegeman as an integrator of other programming functions can outweigh the risks
Finally, transnational programming in a non-European context may benefit even more from the capacity of foresight to act as an integrator,
<www. foresight-platform. eu>accessed 15 march 2012.8. The use of‘regional'in this paper is to be understood as‘geographically part of a nation'
Embedding foresight in transnational research programming. 205 19. Based on Optimat et al. 2005), Anderson (2010), Chioncel and Cuntz (2012), European commission (2011), Seiser (2010) and the present authors'own expertise. 20.
See<www. foresight-platform. eu>accessed 15 march 2012.35. An example is the generic online foresight training,
In particular, if the foresight function is tightly institutionalised, the established power structures and historical path dependencies related to routines and infrastructures may limit the ability of foresight activities to explore alternatives that differ strongly from current pathways.
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