lies outside of foresight activity governaance The client and stakeholders are in charge of implemeentin the recommendations and corresponding strategies.
In fact, foresight activities is one of the six joint programming framework conditions8 for which analytical guidelines are developed to facilitate the planning and implementation of joint research programmes (ERAC-GPC 2010).
2. Foresight activities; 3. Evaluation of joint programmes; 4. Funding of cross-border research by national or regional authorities;
or foresight activities tailored to exploring the future in the context of science, technology and innovation (STI) policies and achieving impact on national innovation systems (NIS).
Butter, M.,Brandes, F.,Keenan, M.,Popper, R.,Giesecke, S.,Rijkers-Defrasne, S.,Braun, A. and Crehan, P. 2009)‘ Monitoring foresight activities in Europe and the rest
2010)‘ Contribution to Developing voluntary guidelines on framework conditions for joint programming in research Foresight activities'(28 june 2010.
Georghiou, L. and Keenan, M. 2006)‘ Evaluation of natioona foresight activities: Assessing rationale, process and impact',Technological forecasting and Social Change, 73: 761 77.
and piloting of the proposed approach. 3. 1 Foresight processes case by case The cases were handpicked principally because of the explicit role of foresight activities in their implementation as well as the fact that the present authors had access to the information
ongoing foresight activities aiming to renew the SRA, foresiigh capacity building and gap analysis. The sustainability of the FPU is intended to be achieved by having the SCAR Collaborative Working group Animal Health
foresight activities can find different roles and forms when dealing with co-ordination challenges. 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.
and engaging wide sets of stakeholdders foresight activities prepare the ground for positioonin and scoping the programme within the transnational research
foresight activities need to address the 200. T. Ko nno la and K. Haegeman different dimensions of co-ordination challenges.
and the organisatiio in parallel of foresight activities on selected Urban Europe topics. In Woodwisdom-Net, modularity was pursued, for example
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 even a key design variable in the planning and execution of foresight activities. 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
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.
and the respective roles of foresight activities can be seen from the viewpoints of an individual programming project, of an instrument,
Against this background we explored how foresight activities embedded in transnational research programming can support those dimensions and functions.
In this respect, particular design structures ensuring minimum autonomy in foresight activities and methodological choices (for instance, horizon scanning and generation of innovation ideas among a wide and diverse set of stakeholders) can alleviate the risk of co-optation,
however, too early to draw any conclusions on possible discrepancies between planning and implementtatio of foresight activities in this case. 30.
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.
and considered in framing/reframing of potential issues by manual search for related previous foresight activities
Methodologically, the analysis of different foresight activities in different countries was at the forefront. From these analyses, a core team composed of Fraunhofer
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