Organisations, institutional norms and incentives, and financial and human resources need to be assembled and aligned in support of international cooperation in science,
Hundreds of thousands of scientists are affiliated with ICSU via their professional organisations. Because of this, ICSU is uniquely able to bring together the intellectual resources of the international scientific community to explore complex global issues at the interface between different disciplines.
The creation of UNESCO meant that there was now an organisation with a specific remit to link with governments in the international science area.
Other science related organisations were also set up by the UN including the Food and Agriculture Organisation (FAO), the World Health Organisation (WHO) and the World Metrological Organisation (WMO.
like the European Organisation for Nuclear Research (CERN) and the Consultative Group on International Agricultural Research (CGIAR), that were regulated by inter-governmental agreements.
and complex concept and there are just a few organisations involved in organising this space at present. UNESCO plays an imporrtan role at the governmental level while ICSU coordinaate international programmes across its scientific unions and national members.
trusts, individuals and inter-governmental organisations for funding. Yet, such funding mechanisms are often set up in a way that makes it difficult to provide support for the 168.
but where ICSU member organisations, could make a significant contribution. These areas were considdere to still be valid in 2009
and to develop a guiding vision for the organisation, it was realised quickly that these objectives required a good understanndin of the wider context of international science cooperation
it was recognised from the outset that the various results generated would likely be useful to other organisations, particularly the ICSU members, in their own strategy processes..
Its member organisations cover virtually all of the planet while its regional offices offer important channels for communication between global perspectiive (all too often dominated by the USA and Europe) and those specific to regions, e g.
and organisations it would have proven too expensive to organise a series of dedicated face-to-face meetings, for example.
The outcome of these decisions will have implication for global organisations such as the UN. Models of state sovereignty may be challenged by regional groupings,
Spatial organisation/conduct of science: The spatial organisation of science is changing. The impact of emerging economies and possible new collaborations will see a changing international science landscape.
Such changes could have impacts on the approaches to science and the balance between national-scale versus international-scale science.
Epistemic organisation/conduct of science: The places where science research will take place may change. Universities are presently key players but consortia of researchers,
The traditional path of science education could be challenged by the role of new organisations, business and communication technologies.
The pattern of nationally based organisations training students could change. The very nature of what students learn,
This could be impacted on by changes to the epistemic organisation of science, the science education process and special organisation and conduct of science.
which they were distributed broadly for comment to ICSU regional committtees member organisations and other stakeholders.
In this way, the emphasis of consultations shifted from predominnantl seeking individual perspectives to those of organisations especially ICSU member organisations.
More than a dozen organisations responded, making several specific suggestions for improving the scenarios that were incorporated duly.
a gathering of the ICSU‘family'of member organisations that occurs every three years. Overall, the exercise was viewed favourabbl as a way of positioning
and to reflect on the organisation and activities of the international scientific community. Socioeconomic change is a major driver of science
and the exploratory scenarios, have been packaged as a resource for member organisations (and others) to use in their own strategic planning or visioning processes (ICSU 2011b).
Already, there is evidence that some member organisations have started to use the exploratory scenarios in this way and ICSU hopes that more will follow
Working in partnership with its national members and building partnerships with research funding organisations, ICSU actively promotes interdisciplinary global science.
working with its members and other organisations, to rapidly assess new areas of scientific advance that have implications for the benefit of society.
of which the innovating organization or innovator forms part. The systemicity sets challenges not only to the researchers, developers and policy-makers,
IPRM is targeted also at the systemic level of multiple actors and organizations. Thus, this visionary process includes many participants and different interests.
First, the innovation system literature highlights those organizations that particiipat in the emergence, diffusion and embedding innovatiions such as universities, public and private R&d organizations, companies and various intermediate organizattions and the collective learning processes between these organizations (Smits et al. 2010).
Secondly, the literature on systemic innovations and transition managemeen emphasizes the dynamic relations of sociotechnoologica landscapes, socio-technical regimes and niche-level innovations in the context of emerging technologies (Geels and Schot 2007.
and iterative process that produces weighed crystallizzations usually in a visual form, of an organization's long-term vision,
This idea links the strategy roadmapping to organization and strategy studies, especially to strategy crafting (Whittington and Cailluet 2008;
Therefore organizations that are involved can utilize the vision as a‘beacon'for navigating towards the future.
Capabilities refer to the competencies, at the scales of individuals, organizations and geography, required to develop the technology.
organizations and institutions that are perceived as important in the development of the technology. There are basically three ways to build roadmaps.
if firms and organizations modify their environmental agendas and deem investments in this area to be unnecessary.
structuura differences in national programme orientation15 and implementation orientation, 16 diversity of programme funding organisations;
and implementing organisations Difficulties to agree on the type of contracts at different levels for 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
Based on the results of the last workshop for funding organisaations three working groups were formed such that each consisted of funding organisations with shared interesst in the topic of the working group. 3. 1. 2 EMIDA ERA-NET27.
and deepen collaborattio between European funding organisations in field of wood material science in order to coordinate use of research funds Ad hoc process to support joint programme preparation of Member States and
and management style to the case-specific context and to particular requirements of the participating organisations and related stakeholders.
the ministries and organisations involved, their respective visions for the future, 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
Foresight supports a structured organisation of stakehollde involvement, orienting the efforts towards understanndin diverse interests and shared visions on future developments,
and the exit of participating organisations may be taken into account. In the EMIDA ERA NET flexibility is built into the design through:.
Optmat (2005) defines three types of dominant funding organisations: multi agency/council/ministry, several agencies/councils,
companies and stakeholder organisations. 33. In the EMIDA ERA NET some difficulties were encounntere in engaging stakeholders from other disciplinnes mainly
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.
Technologies, Institutions and Organisations. London: Pinter. EMIDA. 2009)‘ Description of Work, Grant Agreement for Co-ordination and Support Actions (Coordinating) EMIDA, Annex 1, approved 31 january 2008 and updated 28 october 2009 (FP7 Theme
Nonaka, I. 1994)‘ A dynamic theory of organizational knowleedg creation',Organization science, 5: 14 37. OECD. 2003)‘ Policy coherence',Public Governance and Territorial Development Directorate, GOV/PUMA (2003) 4. Paris:
and researchers (Mendonc¸a et al. 2009) Emerging issues Beyond horizon scanning the concept of emerging issues is used also in the area of risk assessment (Marvin et al. 2009), in the field of environmental issues (Sutherland et al. 2010) and in organisations in their environmental scanning (Morrison 1992).
In unstructured Internet text-mining results can be filtered according to their issue, to their organisation, to their reputation and creditability on the Internet.
or mother organizations. networks as informal yet stable settings that allow for the bundling or coordination of resources and competencies Following this classification,
Nonaka, I. 1994)‘ A dynamic theory of organizational knowleedg creation',Organization science, 5: 14 37. OECD. 2008) OECD Environmental Outlook to 2030.
Weick, K. 1995) Sensemaking in Organizations. Thousand Oaks, CA: Sage. Facing the future: Horizon scanning. 231
As a decentralised organisation, Fraunhofer's strategic R&d planning predominantly takes place at the level of its 60 institutes and its six groups of institutes, each with similar technological scope.
But although many institutions or organisations have their own lists, most of the institutions use the lists as a frame of reference
Compared to other publicly funded research organisations in Germany, the share of industry revenues is relatively high and a unique feature of Fraunhofer.
and results should be quickly implementable to create the maximum impact in the organisation in the shortest possible time. 3. 2 Former future-oriented processes at Fraunhofer (technology-driven) In 2004,
This approach is common for a technological-driven organisation like the Fraunhofer Society. It fits with an attitude often associated with technicians
and technology organisations From an R&d management programme that is organised by international institutes with a similar background to Fraunhofer,
and technology organisations in Europe have their specific approaches to Fraunhofer future markets. 241 defining their R&d portfolio.
noncommercial organisation investing the profits of its projects in new research, scientific equipment and competence development.
and everyday life increase New production organisation Increasing number of networks, increased cooperation, flexible cooperation along value chain, recycling,
As Fraunhofer is decentralised a highly organisation, this corporate process needs to be participative and transparent to receive broad acceptance among the many stakeholders (e g. the Fraunhofer board, 60 institutes, 6 institute groups and 20 institute alliances).
not only apply to Fraunhofer but also to many other organisations. Notes 1. See<http://www. hightech-strategie. de/de/81. php>accessed 15 july 2011.
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