evaluation Figure 1. Schematic overview of the three research phases User involvement in future technology analysis Science and Public policy February 2010 56 activities and finds it difficult to identify with the life
social participation, household activities, study, work, transportation, leisure, health and sleeping and restinngrelaxing. To complement the traditional social science method of focus groups,
For each archetype, we listed a series of daily activities within the time-use framework.
Participants in the focus groups were asked to descrrib their daily activities at different times using questions like
'They then reflected on how mobile technologies could facilitaat these activities. The archetypes were used to refllec on the activities of people with other lifestyles.
During the brainstorming session, which took place at the end of 2006, participants imagined they were in the year 2010
Blind aid Spare time suggestions Museum tour Cot death alarm Mobile search Event information Table 1. Archetype Patricia and some of her daily activities Time use
Specific activity Housekeeping activities Cleaning Contact the cleaning lady Food Buy groceries Children's education Help the children with their homework Work Full-time job Keep up with email Contact employer
an evaluation based on a matching approach Spyros Arvanitis, Laurent Donzé and Nora Sydow This paper investigates the impact of the promotional activities of The swiss Commission of Technology
CTI's promotional activities significantly improved the innovation performance of the firms that they supported with respect to six different measures of innovation performance.
than‘structurally similar'firms without such activities. To show this, we used matched-pairs analysis for a set of firms supported by CTI
public fiscal policies to support innovation Most OECD countries use large amounts of public funds to support activities that are intended to enhaanc innovation in the business sector.
The underlyyin justification for public policies to support innovaatio is provided by the economic argument that otherwise the private sector would invest less in innovaativ activities than is socially desirable.
The reasons for such‘market failure'that leads to underinvesstmen in innovative activities could be:
i e. estimations of the impact of policy, proceed by means of an ex post assessment of the activities of the firms that have received subsidies.
than‘structural similaar firms without such activities. We used several matching methods to demonstrate this.
a variable characterizing a firm's R&d activities (continnuou vs. occasional), the degree of exposure to internaationa competition (export activities yes/no),
0. 14) Continuous R&d activities 0. 40 Eastern Switzerland (0. 10) Central Switzerland Export activities 0. 43 Ticino (0. 11) Language
In The Rate and Direction of Inventive Activity, R Nelson (ed.).Princeton, NJ: Princeton university Press.
In general, horizon scanning activities for the shaping of systemic policies involve three key questions: how to facilitaat the recognition of signals and the elaboration of correspoondin policy issues;
which aimed to support decision-makers in their activities, providing for increased confidence and credibility throughout the process.
foresight is considered to be an activity connecctin three different dimensions of the same process: thinking, debating and shaping the future.
In the second block (see Fig. 1‘Topic selection'),the correct identification of the subject and its interacttio with other studies and government activities
It is broad enough to support a large spectrum of ST&I activities in the country. All phases of the innovation value chain are being mapped by FINEP
trends in private sector investments worldwiide state-of-the-art in nanoscience and nanotechnollog in Brazil (main research groups, lab infrastruccture funding, training activities
This activity was part of the methodology preparation of the strategic foresight exercise. The main ideas and designed strategy on how to implement out-of-the-box thinking at FINEP are shown in Fig. 3. A vision of a possible, successful future for FINEP,
FINEP's nature, role and strategic main line of activities were to be preserved..FINEP was an important stakeholder in the Brazilian ST&I system,
Activities under the scrutiny of a governance model: built to contribute to the development and validation of the main results of the SMP, with clear attribution of responsibilities.
as well as conduct validation activities..TGS: assigned to develop, studies and analyses related to specific issues directly or through consultants.
taking into consideration the three types of decision-makers normally involved in these activities: governmment private sector, and academia.
representatives from universities and research institutions tend to impose barriers to accepptin strategic foresight activities. Time is usually not a problem
but also on the allocation of resources into mission-driven activities (see Table 2). 4 Table 1. China's R&d programs Program Starting year Objective 6th Five-year
on Key Basic research Priorities (973 Program) 1997 Support basic research Innovation Fund for Technology-based SMES 1999 Support innovative activity by high-tech SMES Special
tending towards tangible projects and activities rather than investments in infrastructure and diffusion. Figure 2. Weighting of funding in Chinese science policy.
was applied for the deeper analysis of the medical functions (e g. chemical activities) of single herbal extracts.
and to control the manufacturing activities of the pharmaceutical sector. Thus regulation and FDI policies were very important.
which had been founded by the Japanese government to control the production activities of farmers. One of its main responsibilities was to distribute the seeds from the ASS to individual farmers.
MNCS were involved only once in the manufacturing activities of the system and then gradually withdrew their investments in the 1990s.
while pharmaceutical manufacturing was the main activity of the system, the main policies were regulation and FDI,
and sub-national agendas and activities to address grand challenges..Technology convergence or fusion that opens up new possibilities to manage,
innovation can be understood as a systemic activity, with firms and other innovating actors operating in linked environments of institutions and other actors.
in that they are generated by the activities of actors and their interacttion with one another. At the same time, they also structure these activities and interactions.
Distinction can be drawn between hard institutions (e g. formal written laws and regulations) and soft institutions (e g. social norms and values) that can enable or hinder innovation.
and the activities of lead users. As such, guidance can be considered to be an interactive and cumulative process of exchanging ideas between technology producers, users and many other actors..
The mobilisation of resources has important consequences for knowledge development activities. 4. Orienting innovation systems towards grand challenges The special nature of the requirements of grand challenges to find effective solutions brings to the fore concepts such as transformative
It is an emergent trend encouraging activities that generate mutual benefit to business and society or the natural environment (Bright et al. 2006.
and thereby better coordinate their activities, be they individuals or organisations Disrupt‘lock in'thinking and challenge fixed mindsets Aid communication,
The concept of European Innovation Partnerships (EIPS) introduced by the Innovation Union Flagship Initiative is the overarching framework embracing relevant joint programming activities ranging from Art. 185 initiatives to ERA NETS, or JPIS.
The identification of grand challenges and the corresponding priorities for research and innovation through the use of forward-looking activities is mentioned explicitly in the Council's conclusions (December 2009) 7 on guidance on future priorities for European research.
as a source of‘strategic intelligence'for policy and other actors, is itself a knowledge-creating activity.
As acknowledged in the Voluntary Guidelines on Framework Conditions for Joint Programming in Research 201010 forward-looking activities might be used both
i e. in relation to capacitybuilldin is acknowledged the least in joint programming activities. This would require, at the least, a dedicated preparaator phase to enable training in foresight
It provides a framework to network and mutually open national or regional research programmes, leading to concrete cooperation such as the development and implementation of joint programmes or activities.
in order to understtan how different combinations of activities actually operate in their respective decision-making contexts. It is important to improve our understanding of how far institutionalised FTA can form part of customised solutions for building capacity to handle disruptions.
for instance, the co-operation mode may pinpoint enhanced networking activities. Such dynamics call for further research into the design of tailored FTA systems which are fit for purpose. 2. 3 FTA systems
and means to implement selected activities. Transformations can be managed. Institutionalised FTA supports the process of defining the vision and the route Co-ordination mode of governance.
Coordination of voluntary engagement in coalitions in order to develop common activities. Joint visions and action plans prepare for common futures.
As a joint infrastructure, networks are of major benefit in facilitating the exchange of experiences, setting up training activities and communities of practice.
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.
Exploring the balance between these three forms of FTA ACTIVITIES in empirical terms helps to improve our understanndin of how effectively different combinations of activities work in their respective decision-making context and governance modes.
and is involved in a number of science for poliic activities as a representative of the global scientific community (e g.
Activities: The exercise was designed to be embedded partly across ICSU's existing activities. This approach was especially important in the first phase where numerous existing project meetings were able to set aside an hour
or so to explore, in a structured way, future key drivers of change. On top of this, several dedicated activities were organised,
including an online survey, two expert-led scenario workshops, and other consultation processes..Participation: Foresight exercises usually demand broad participation for their success
and has developed, through its mission and activities, deep and extensive networks across the world. Its member organisations cover virtually all of the planet
Many of the grand challenges that ICSU activities are focused upon, particularly climate change, involve change over relatively long time periods measured at least in decades.
Sections 3. 2. 1 3 discuss the activities carried out under each of these phases. 3. 2. 1 Phase 1:
and to reflect on the organisation and activities of the international scientific community. Socioeconomic change is a major driver of science
much existing information is already readily available from various horizon scanning activities going on around the world (e g. the UK Government's Sigma Scan) 2
First, while the opportunist embedding of some of the exercise's activities in regular meetings was generally successful,
and countries are more willing to subsume some of their national interests to ensure the success of global cooperative activities.
'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.
and activities for schools and has promoted actively the involvement of practicing scientists in science education.
innovation is a systemic activity that:..involves a variety of actions within the system, of which the innovating organization
Fourthly, TM puts a specific emphasis on crafting the policy activities according to the long-term systemic targets.
and development activities realized by multiple actors. A joint vision can direct these interlinked activities towards joint goals
and align their timing. Particularly when developmeent commercialization and diffusion of innovation takes place in a context with a high degree of systemic characteristics
The third bottleneck is the fragmentation of building activities. Building activities are characterized by a high fragmentation of responsibilities,
processes and resourrces New solutions need to be negotiated within a large network of actors and thus risk aversion predominates.
In the roadmap, ICT for environmental sustainability is defined as the use of ICT for optimising societal activities
Economic incentives Increasing prices of energy and raw materials No regulation or economic incentives governmental activities do not encourage the utilization of sustainable ICTS Systemic issues:
Policies to induce first mover activities and integration of services, with focus on user interfaces Automatic meter reading (AMR) Basic life cycle analysis software Basic home automation systems Green ICT traffic solutions:
The second policy would focus on inducing first-mover activities and integration of services, with a specific focus on interfaces.
or by different financial activities to back up new public and private actors in the field. The third set of policies focus on the regulation and demand-side
For consumers, personalized information services that integrrat diverse activities (housing, transportation, nutrition etc. and handle complex data on environmental sustainabiilit (automatically) are entering the market.
and evaluate such activities in an effective, efficient and appropriate as well as transparent, open and inclusive manner.
In Europe, a lot of room exists for increasing collaboration between the research funding activities of Member States.
activities and different levels can coexist within transnational co-operation between nations. Within the EU initiatives between Member States exist on all eight levels
peer review procedures. forward-looking activities. evaluation of joint programmes. funding of cross-border research. optimum dissemination and use of research findings. protection,
A survey among ERA NET participants under the Sixth Framework programme indicaate that the main activities other than joint calls/programmes that ERA NET participants engaged in, included:.
and to prepare for joint activities (75%).%undertaking benchmarking initiatives and putting in place common schemes for monitoring and evaluation (67%).
National regulations constraining funding to national activities Differences in national funding rules Uncertainty at national level of rewards of collaboration Inequality of investment makes it impractical to design joint programmes Programme
is designed to address country-specific issues Insufficient knowledge of similar national programmes in other countries Lack of budgetary flexibility Lack of mutual trust Source of funding does not encourage use of funds for transnatiiona activities Language
The aligning of research systems with vertical and horizontal co-ordination efforts face major difficulties in facilitating policy activities that lead to sustainable policy efforts over time.
Such stakeholder engagement can enhance the systemic understanding of existing research activities and applied policy instruments that help to define the scope of the transnational programme in line with criteria such as:
building/sufficient volume of high quality applications from internal capacity Influential decision-makers do not see value Sharing activities/results would dilute international leadership conflicting interests between competitors
Transnational activities are focused on non-EU countries Administration costs of transnational projects outweigh benefits No significant policy changes or explicit criteria
to encourage transnational activities No clear priorities at national level Horizontal co-ordination Co-ordination between research
innovation and other policy areas (such as competition, regional, financial, employment and education policies) Another organisation deals with international activities Problems with aligning financial resources and budget
coordiinat activities and work towards a common research agenda and mutual research funding activities in field of animal health Structured long-term foresight process to develop,
and engagement. 3. 2 Conclusions on the cases Our examination of the three initiatives indicates that foresiigh activities may alleviate some barriers to transnational programming by way of addressing systemic, horizontal, vertical and temporal co
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.
and to position the programme in the light of other ongoing activities. While engaging in future-oriented analysis
research activities, infrastructuure and institutions. The composition of the research consortium may also help to support horizontal co-ordination,
evaluation and overall legitimmac of the activity by way of allowing traceability of emerging jointly proposed themes or research topics.
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 implementation plans'depends on the envisaged role that is ascribed to a specific foresight activity in an evolving innovation environment.
Hence, while ensuring the scalable, fast and efficient implementation of a transnational foresight process by way of structured and parallel activities coordinated in different modules
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 also include a section on forward-looking activities (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,
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.
or when the research and innovation systems and capacities of the countries involved are highly diverse. 5. Conclusions Recent efforts in transnational research programming indicate that the mobilising effect of embedded foresight activities can lead to novel networking and cross-feeding of research and innovation
run and evaluate such activities in a effective, efficient and approppriat as well as transparent, open and inclusive manner.
and the principles we have outlined are integrated into the overall design and management from the outset of the programming activities.
systematic exchange of information and good practices on existing programmes and activities. identification and analysis of common strategic issues. planning and development of joint activities between national and regional programmes. implementation
of joint transnational activities, including joint calls and joint programmes Each step also relates to a typology of activities. 5. Based on Optimat et al.
2005), Anderson (2010), Chioncel and Cuntz (2012), European commission (2011), Seiser (2010) and authors'own expertise. 6. An indicator of the culture of openness may be the past and present openness
<http://ipts. jrc. ec. europa. eu/activities/research-andinnovvations3platform. cfm>accessed 15 march 2012.10. ERAWATCH is a platform collecting data on national research systems in the ERA,
and Urban Europe on strateegi issues and to ensure a long-term integration of a large number of stakeholders in the implementation activities.
horizon scanning activities have been applied at the national level to inform national foresight exercises, thus providing a more evidence-based approach to research and innovation policy (Georghiou 2007).
The main focus of this activity has been to address new and emerging technological areas that may have an impact on social, economic,
environmental and political developmennts National horizon scanning activities have been carried out as in the UK, The netherlands and Denmark (Van Rij 2010a).
A special national horizon scanning activity is taking place in Singapore under the Risk assessment and Horizon scanning programme
evoking Twitter activity around SESTI and more traditional methods such as a survey. The vast amount of data coming from these sources can be analysed in terms of potential signals of change,
they are not directly comparabble They can be considered to be two departure points for the scanning activity.
or combination of methods that cover all the differren phases of the scanning activity. Following the framework of tools
Another interesting aspect is to see how scanning results are taken up within the present-day policy-making processes in comparison with other results coming for example from forward-looking activities drawing upon Table 5. Continued (a) Semi-automated
The special nature of horizon scanning activities points to the importance of continuity to increase the relevance, validity and timeliness of the information.
even to the point where it is not easy to take stock of those activities that do not readily fit under any single label.
This construction is essentially a collective activity of knowledge creation. Against this backdrop, we regard horizon scanning as:
just as imporrtan as demarcating the scope of the scanning activity. Saritas and Smith (2011), for instance, consider trends, drivers of change, wild cards/shocks, discontinuities,
The deployment of these methods and the interpretation of their results in terms of requisite actions builds on individuua and collective sense-making activities.
participatory workshop activities offer policymakker an inspiring environment where they can openly discuss the implications of alternative future developments for policy-making in general as well as for their own responsibilities in particular.
the BEPA of the EC organized a series of foresiigh activities (European communities 2009; Boden et al. 2010) which focused on long-term developments and their policy implications on EU policy-making,
particularly when describing grand challenges that have to be addressed through European policy-making. 4. Implications for horizon scanning The recent proliferation of horizonscanning activities is linked partly to the popularity of the‘wisdom of the Table 2. Example of a crosscutting challenge consisting of issues from all three analyses
horizon scanning is inherently a bottom-up process where results from individual sense-making activities are followed by collective processes where the scanners take stock of
This notwithstanding, collective sense-making activities spurred by cluster formation can still be fruitful because they highlight the interconnectednees of policy actions and,
In this way, horizon scanning activities can, at best, contribute to the design of systemic policies which far from being monolithic and inflexible contribuut to the attainment of systemic policy objectives by supporrtin the timely recognition of the interconnectedness of actions.
For example, while the institutionalization of scanning activities serves to establish close links with decision-makers and makes it possible to build up capabilities on continuous basis,
the contracted external services and organized international networks can still allow for a more rapid and flexible mode of carrying out extensive scanning activities.
which increases its relevaanc for initiatives such as the European Forum on Forward Looking Activities and the Joint Programming in Research (Ko nno la et al. 2012).
To sum up, we have illustrated that horizonscanning activities need not be limited to the collection of future-oriented observations.
Rather, the scope of these activities can be extended to include creative and collective sense-making processes for synthesizing observations into crosscutting challenges
Ensuring effective cross departmental activity',Journal of Security Sector Management, 3: 1 20. Ansoff, H. I. 1975)‘ Managing strategic surprise by response to weak signals',Califonia Management Review, XVIII:
Fraunhofer complements these strategic planning activities with a process to identify and strategiicall develop research themes across its institutes.
The strategic planning activities are complemented by a process which aims to identify and strategically develop research themes across institutes (Fraunhofer Future topics).
When assessing the scope and impact of these activities, it is useful to consider the specifics of the‘Fraunhofer innovation system
< Back - Next >
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011