national or international foresight projects (see. e g. 6), foresight activities can be conducted within RTD programs and other instruments of innovation policy 7. In this paper,
foresight in the risk society, Technovation 19 (6 7)( 1999) 413 421.2 T. Jewell, International foresight's contribution to globalisation, Foresight The Journal of Futures studies, Strategic thinking and Policy
Reducing the Democratic deficit in International foresight Programmes: A Case for Critical systems Thinking in Nanotechnology; examines how vitally important the foresight objective of inclusiveness in the embracement of diverse stakeholders is for the credibility of an innovation process.
and improved computer translation will allow more international foresight activities to build collective intelligence through participatory feedback systems far more complex than the current futures research methods.
from international foresight activities 3 were taken into consideration, as well as new, creative methods. The themes to be investigated,
The state and contribution of international foresight: new challenges. Paper presented at EU US seminar: the role of foresight in the selection of research policy priorities, 13 14 may 2002, Institute for Prospective Technological Studies (IPTS), Seville, Spain.
and international foresight projects around the world in order to clarify (i) different roles of foresight in the innovation system and (ii) its respective impacts and implications on policy and societal developments.
we consider that another relevant future avenue might be to enhance the international foresight collaboration in terms of exchange of experiences and the implementation of common foresight projects.
and currently leading OPTIMISM (TPT-FP7) and IFA International foresight Academy (FP7) and contributing to various FP7 projects (EFP, SESTI and ERA NET RUS) recently at JRC-IPTS,
Professor Alexander Sokolov is Deputy Director of the Institute for Statistical Studies and Economics of Knowledge and Director of the International foresight Centre at the Higher School of economics (HSE) one of the most prominent national research universities
, 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 aim is to draw lessons for international foresight processes on the basis of a specific international foresight project on intelligent and sustainable manufacturing systems.
Innovation International foresight Roadmapping Scenarios Vision-building A b s T R A c T Geographical dispersion, organisational and cultural differences,
and the diversity arising from a large number of participants are all characteristics of international foresight exercises.
All rights reserved. http://dx. doi. org/10.1016/j. futures. 2014.01.007 practice of the design and management of international foresight processes.
This article aims to begin filling the gap by analysing the authors'experience with an international foresight project.
and managerial approaches that are likely to be conducive to a successful international foresight project. Projects of this kind are usually characterised by geographical dispersion
Section 2 examines the available literature on international foresight management and conceptualises design and managerial issues particularly relevant in the international context.
when designing and managing an international foresight undertaking. Section 5 considers, on the one hand, how FTA projects like IMS hold out the promise of achieving better international coordination and joint preparedness for future grand challenges.
While on the other hand, the complicated attributes of international foresight exercises necessitates careful consideration of relevant design and managerial challenges in order to take into account scale, culture,
These principles build on the international foresight literature and our experiences with a global foresight exercise that is described in Section 3. The four principles are:
Both struggle with temporal coordination of policies 8. Therefore, to enable an appropriate design, implementation and management of an international foresight exercise
Table 1 summarises the main lessons learned using four principles that need to be taken into consideration when designing and managing an international foresight exercise.
when designing and managing an international foresight exercise. 4. 1. Understanding interconnected innovation systems In the IMS2020 project the understanding of the global system of sub-systems was attained by mapping scientific literature,
Their analysis is based on the results of two surveys of selected international foresight practitiioner and leading foresight organisations, conduccte by Canada's Office of the National science Advisor and the Telfer School of management at the University of Ottawa,
and they proviid a steady source of new ideas, intelligence and international foresight connections. Applying the critical success factors to Canada's foresight program Our studies have identified eight critical success factoors The strength of any model is its ability to assist
and extensively deployed in regional, national and international foresight exercises. It involves generating a vision of success that sets‘stretch targets'for key stakeholdders Crucially,
and the peculiarities specific to conducctin international foresight exercises are discussed. 4. 1 Reception and impacts The exercise is expected to have impacts both inside and outside of ICSU.
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,
Second, conducting international foresight has some peculiarities that need to be taken into account. The most obvious challenge is limited the scope for bringing people together face-to-face on a regular basis on account of the costs involved.
For example, experiences with international foresight using scenarios have been described by Cagnin and Ko nno la (2011) for the domain of intelligent and sustainable manufacturing,
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