which a firm creates products and services valuable to its stakeholders: value chain activities are divided into primary activitiie (physical creation of a product)
and support activities (support the interrelationships among primary activities). In a nontraditional network, value activities remain undivided
development and delivery of responsible products and services across the network throughout their life cycle. The heart of a network becomes interaction alignment and integration of all operatiion and their supporting activities across products and services among all its actors.
Would that be enough to achieve this life-cycle objective? For the six dimensions of sustainability to be embedded in a firm's core operations,
firm's target is to gain product/service quality and main objective is to enhance the firm's image-Negative impact prevention driven by processes-Balance between emotions
and are a product of themselves (Rocha 2003). Interpreting complex systems from the perspective of ecosystems,
The adaptive management framework developed (Table 4) can help corporations embed their social and environmental responsibilities in their products and services and throughout their networrks Simultaneously,
a product developed by Clearforest2 that extracts entities (e g.,, person, company, technology, product, university, etc.
and relationships from unstructured textual sources. Using rules to define categories, Clearresearch produces link analyses at multiple levels of detail.
Traditional LSA uses the singular value decomposition (SVD) technique to deconstruct a term document matrix {X} into the product of three other matrices
The conceptual overlap between EP and MST has increased significantly in the past 2 years, especially in the area of integration for product application.
and to align these technologies with explicit product plans and related action steps (see e g.
In this culture, the roadmappiin process is a tool to endorse product development. Second is the emerging culture of strategy roadmapping, in
The roadmaps are approached not as hermetic plans to achieve definite goals (e g. new products), but instead they are approached as knowledge umbrellas that, by integrating different analytical methods,
The third way to use roadmaps is to articulate demand in the context of, for example, a product or a service.
Building a technological vision Scoping new enabling technologies or new products Identifying temporal sequences Identifying singular elements,
A tool for making sustainable new product development decisions. Technological forecasting & Social Change 71, no. 1 2: 81 100.
new product managers as they compose development teams, and national policy-makers as they formulate infrastructures to encourage innovation. 2. Background 2. 1. Tech Mining and FTAS Bibliometrics counting activity levels and identifying patterns in R&d bibliographic records,
By‘innovation',we mean a novel technical contribution effectively translated into a successful product or process (i e. commercialisation.
One can consider what is involved in progressing along a given pathway to particular products, processes,
/resource-and energy-saving products 08-J Pollution prevention for atmosphere, water and soil/circulative use technology for water resources 10-F Energy, resources,
Eighty-two topics were formulated for these five thematic areas, in the form of briefly described S&t results, promising technologies or innovation products (e g.‘‘
and evaluation criteria for emerging markets for products based on technologies developed within these technology groups. A number of criteria were used to assess these groups,
Experts also estimated the potential for implementing large-scale innovative projects based on the results achieved and the market prospects for relevant innovation products.
and appropriate innovative product groups with the potential to significantly increase the competitiveness of Russian natural resources companies.
whereas the technology roadmaps for perspective product groups created a background for particular measures aimed at development S&t.
whereas the technology roadmaps for perspective product groups created a background for particular measures aimed at the development of S&t.
2. to evaluate new products, processes or collaborative prospects created by external science and technology (S&t) activities in time to permit appropriate responses;
and therefore the classification of patents is based on technologies or products that use specific technologies (Schmoch, 2008).
especially the technology/product term should be extracted, and the extracted or identified keywords are mapped for their corresponding IPC code.
The more specific the technology/product keyword described in the Delphi topic the lower level of code (i e. more digits of the code) can be given to these keywords.
Select topics related to sustainable energy based on the original category in the foresight reports and confirmed by domain experts Step 3 Identify the technology/product keywords
or above) for these technology/product related terms in each of the Delphi topics analyzed Step 5 Distinguish with the identified IPC codes as a source
or product innovation are not the main focus, or in cases where the the Delphi topics describe a technology with vague scope.
and increasingly fierce competition require companies to be innovative, both in their products andmarketing strategies,
and user experience 1. Technology plays a key role among these three components 2. Before the product strategy is formulated,
a technology strategy must be developed to provide competitive products, materials, processes, or system technologies 3. The first step for devising a technology strategy is to decide
It includes two dimensions the competitive impact and integration in products or process and four stages.
According to Arthur's definition, the characteristic of the emerging stage is a new technology with low competitive impact and low integration in products or processes.
In the growth stage, there are pacing technologies with high competitive impact that have not yet been integrated in new products or processes.
are integrated into products or processes, and maintain their high competitive impact. As soon as a technology loses its competitive impact
And according to the definition of TLC, in a technology's growth stage, there are pacing technologies with high competitive impact that have not yet been integrated into new products or processes.
That means, some product-related technologies may be commercialised in the future; however, at the moment, these technologies need more work
This means that there are pacing technologies with high competitive impact that have not yet been integrated into new products or processes.
and develop differentiated products to capture the market 35. This method can be used not only in NBS but also in other technology fields,
for product lifecycle management, Technical Report, STR/04/058/SP, Singapore Institute of Manufacturing Technology, 2004.3 T. A. Vijay, Challenges in product strategy
, product planning and technology development for product life cycle, CIRP Ann. Manuf. Technol. 43 (1)( 2008) 157 162.4 J. P. Martino, Technological forecasting for Decision making, 3rd Edition Mcgraw-hill, New york, NY, 1993.5 A t. Roper, S w
and has won the status of a dnatural lawt of technology diffusion due to its considerable success as an empirically descriptive and heuristic device capturing the essential changing nature of technologies, products, markets and industries.
Universal Darwinism 1. Introductory thoughts The main objective of this seminar concerns the exploitation of the powerful new capabilities provided by the Information technology Era to advance Future-oriented technology analysis (TFA), both product and process.
and has won the status of a dnatural lawt of technology diffusion due to its considerable success as an empirically descriptive and heuristic device capturing the essential changing nature of technologies, products, markets and industries.
or simply among products struggling for a bigger market share. It is well known the case of the pioneering work of Fisher
not only organisms, can be explained as the product of a mindless and mechanical algorithmic process). Campbell defended a universal evolutionary
it evolves with alterations in the content of technologies and products as well as in the relationships among various other innovation systems.
which provides a means to link technology and other resources to future products, as well as to innovation objectives and milestones 55.
In the context of the US Nanotechnology Initiative, four generations of products were envisioned: the first generation includes passive nanostructures (nanoparticles,
they address R&d (Advance a world-class nanotechnology research and development program), innovation (Foster the transfer of new technologies into products for commercial and public benefit),
For decades the dominant definition of innovation as new products and processes that are introduced to the market combined with the common understanding of companies as the main actors in this process was questioned hardly ever.
Changes in the behaviour or the use of a product would be detected without delay and the most appropriate ideas for product optimatisation would be available immediately.
The innovation would then be triggered by changes in the behaviour of people and there would be no time lag, thanks to real time investigation.
Innovation patterns fostering systemtransitions towards sustainability rather than isolated product development are required more andmore in order to address societal challenges.
For this purpose they combine Foresight with elements from market research innovation management and human-centred product design.
food and bio products Intelligent solutions for society Production systems of the future Strategic growth technologies Health and prevention From basic research to individualised treatment Chronic disease between prevention and rehabilitation
food and other bio products 45 50 Intelligent solutions for society 0 10 Health and prevention From basic research to individualised treatment 30 20 Human health and safety
and R&d and marketing integration mechanisms in new product development: a cross-cultural study between Singapore and New zealand, Industrial Marketing Management 36 (2006) 293 307.18 R. K. Moenaert, A. de Meyer, B. J. Clarysse, Cultural
and process-driven motives for using the scenario analysis method in the different phases (see also the distinction between process-oriented and product-oriented development of scenarios 10).
P. Van der Duin/Futures 59 (2014) 18 26 21 When the main motive for using foresight methods is not necessarily a desire to realise a concrete policy end-product (such as an agenda, vision or strategy),
i) sustainable manufacturing, products and services;(ii) energy efficient manufacturing;(iii) key technologies;(iv) standardisation; and (v) innovation, competence development and education.
continuous interaction with current/anticipated users and a better integration of methods and approaches from different fields, including Foresight, user/market research and human-centred product design.
and human-centred product design 12, IF could help to overcome some of the limitations
aspirations of users and the actual product or technology that is envisaged or might be developed. K. De Moor et al./
Similarly, aspects such as the technological complexity and lack of references to existing products seem to constrain users to think about possible future products.
little attention is given to unexpected or unanticipated forms of use of a (future) product/technology,
or product will be, what their characteristics and expectations will be, what their usage behaviour will look like,
IF is focused more on New Product development processes, where stakeholders, and more specifically current and anticipated future users are consulted
'and is situated at the intersection of Foresight, user/market research and humancenntre product design. It seeks to understand the complex interactions between products, services, users and other stakeholders in multiple, realistic contexts, building on Foresight theory and practice, traditional user research,
and creative, generative methods. We now zoom in on two empirical studies in which current users have been involved closely in the exploration, imagination and creation of (future) TV experiences.
concrete representations of target users'that are used for conveying information about a (future) user population in product design and innovation processes 27.
New gadgets and ICT products are adopted immediately, price is not an issue. The PP3 uses streaming services such as Netflix or Hulu in order to be able to immediately consume very recent content that is of interest (e g.,
product design. By stimulating and empowering users to reflect on and anticipate possible future developments, needs, expectations,..
521.15 P. Kristensson, A. Gustafsson, T. Archer, Harnessing the creative potential among users, Journal of Product innovation Management 21 (2004) 4 14.16 H. Rohracher, From passive consumers
24 (2007) 53 75.21 R. W. Veryzer, B. Borja de Mozota, The impact of user-oriented design on new product development:
an examination of fundamental relationships, Journal of Product innovation Management 22 (2005) 128 143.22 S. Dimitri, M. Katrien De, M. Lieven De, E. Tom
a source of novel product concepts, Management Science 32 (1986) 791 805.24 B. Katrien, S. Dimitri, M. Lieven De, Adoption versus use diffusion
Keeping People in Mind Throughout Product Design, Morgan Kaufmann Publishers, Boston, 2006.28 S. Faily, I. Fle'chais, The secret lives of assumptions:
1 The author gratefully acknowledges the support of the Innovation-Oriented Research program‘Integral Product Creation and Realization (IOP IPCR)' of The netherlands Ministry of Economic Affairs, Agriculture and Innovation.
and in scientific discoveries and technological knowledge, leading to the development of products and services. 2. Market pull:
Therein, technologies suitable for new products and services that satisfy the previously identified market and societal needs are developed. 3. Parallel processes:
, the process of creating a new product, service or system 24, has long been considered a driving force behind economic growth 25.
1 Fast technological change 31 and increasing complexity of products 32.2. High innovation speed 33.3. Shortening product life cycles 34.4.
Spread of knowledge in the value chain and concentration on core competencies 35,36. 5. Business models that integrate across various industries 9, 37.
and new product development with expertise in innovation management, project management, and IT infrastructure. 2) All the founding partners had a strong international focus.
and potential new products and services within WINN Singular activity 1. 4 Series of future workshops Determined relevant societal developments and innovation needs that the activities originating from WINN give rise to Project 5 In 2008
and opportunities in the very early stages of product development (see below).(2) Obtaining new partners for the PPP.
and modify products in close collaboration with end-users in a real-life or a real-as-life setting Projects 3. 3 Testbeds and simulation tools Integrates hardware and software platforms and simulation tools across companies in order to test applications,
and refining product roadmaps and corporate strategy internally within the network partner organizations (outside-in). Additionally, foresight activities in the WINN and EIT ICT Labs cases are used to provide information for guiding,
factors in new product success, European Journal of Marketing 14 (1980) 277 292.2 J. Tidd, Managing Innovation Integrating Technological, Market and Organization Change
Roadmapping Backcasting, technology/product roadmapping, science mapping multipath mapping (Robinson and Propp, 2006) Scenarios Scenario management, quantitatively based scenarios, different emphases and dark scenarios (Punie et al.
De Moor et al. develop a novel approach for incorpooratin more user-driven innovation strategies in companies'product development processes using‘living lab'research.
In general, this delimitation and definition of the creative content sector emphasises those types of creativity-based products and services that are characteerise by a high degree of commoditisation and industrialisation
we analysed demand issues by using data from consumer surveys and developing case studies on failed instances of product introduction
and the prevailiin social values as reflected in attitudes towards (and thus demand for) new creative content products and services, on the other,
and social values (positive public attituud of potential users towards and high demand for new creative content products and services vs. negatiiv public attitude and lack of demand
implying that content is not a product like any other but also a cultural good and an expression of diversiit in Europe.
while opening up opportunities for small enterprises and amateurs to develop innovative products and services. Recent developments regarding digital content copyrights will further influence the assessment of this issue.
bio-products; future fuels for APEC economies; animal health; bio-health innovattio and stewardship, and future professional readiness for physicians and veterinarians.
and members of the European community have used to guide their foresight design Quality of products Produce future-oriented materials for the system to use Development of reference materials for policy-makers and other innovation actors More informed science,
and performing institutions Precise definition of political goals Perceived fairness of the process Orientation of the product
Technology roadmapping The structure of the roadmaps used in this study was designed by adapting from the generic format of a product/technology roadmap (Phaal et al.
) The basic elements of a generic roadmap representiin market, products, technology, R&d programs, and resources, were changed into the elements listed below:
In this paper we reflect on the implications of this new innovation context for traditional product development processes.
or sustain a leading market position in the ICT industry have increasinngl been forced into accelerated product developmeen
there has been an explosion of nondisruuptiv innovations that are not always clearly different from other products on the market (De Marez and Verleye, 2004;
In this changed context, many new products fail to‘cross the chasm'between the adoption segmeent that include innovators and some early adopteer on the one hand and the mass market on the other (Moore, 2002;
Furthermore, traditional product development strategies are said to have crucial shortcomings since they are no longer able to guarantee the successful adoption and diffusion of new ICT.
Today's users increasingly seek out those products and experiences that fit their persoona and situational needs.
if new product developmmen fails, it usually goes wrong from the beginniin (Khurana and Rosenthal, 1998),
users can for example generate unique and valuable ideas for future products (Kristensson et al. 2004). ) User-driven innovation should
2) and the nature of users'experiience with new products can determine their success or failure (Crisler et al.
The main objective of ROMAS was to generate a set of cross-application research findings that can optimize the integrated development process for new digital products and services.
and Public policy February 2010 57 the use of mobile applications to support their existiin products and services.
and conjoint analysis. The latter is used to determine which product features or attributes are considered to be most important
Drawiin on results selected from three distinct points of user involvement in the process of developing new products (i e. opportunity identification, concept evaluation and test market),
The challenge of user-and Qoe-centric research and product development in today's ICT environment.
Toward holistic‘front end'in new product development. Journal of Product innovation Managemment 15 (1), 57 74. Kristensson, P, A Gustafsson and T Archer 2004.
Harnessing the creative potential among users. Journal of Product innovation Management, 21 (1), 4 14. User involvement in future technology analysis Science and Public policy February 2010 61 Latour
B 1993. We Have Never Been Modern. New york: Harvester Wheatsheaf. Lievens, B and J Pierson 2006.
Marketing and Selling Technology Products to Mainstream Customers. Oxford, UK: Capstone. Pine, J B and J H Gilmore 1999.
Shariin user experiences in the product innovation process: Particippator design needs participatory communication. Journal of Creativity and Innovation Management, 16 (1), 35 45.
The impact of userorieente design on new product development: an examination of fundamental relationships. The Journal of Product Innovatiio Management, 22 (2), 128 143.
Von Hippel, E 1986. Lead users: a source of novel product conceppts Management Science, 32 (7), 791 805.
Von Hippel, E 2005. Democratizing Innovation. Cambridge, MA: MIT Press. Williams, R and D Edge 1996.
measurre through six innovation measures (e g. sales, share of innovative products), than‘structurally similar'firms without such activities.
-and-a-half years until the end of the reference period to realize some impact of these projects on their innovation performmanc (e g. introduce new products);
as measured by output innovation measures (e g. sales share of innovative products), than‘structural similaar firms without such activities.
an ordinal measure of the technical importance of the introduced product and process innovations; 8 an ordinal measure of the economic importance of the introduced product and process innovations;
9 percentage reduction of average variable productiio costs due to process innovation; sales of new products new to the firm or to the market as a percentage of total sales;
sales of significantly improved or modified (alreead existing) products as a percentage of total sales;
and sales of products new to the market worldwide. We use several innovation indicators in order to test the robustness of our results given that innovation is a latent phenomenon
and every single indicator measures only partly aspects of this complex phenomenon. In a sixth and last step we calculated a subsidy quotient for every subsidized firm by dividing the amount of the granted subsidy by the total R&d expendiiture in the period 2000 2002.
or modified (already existing) products as a percentage of total sales Yes Yes Yes Yes Sales of products new to firm
or to market as a percentage of total sales Yes Yes Yes Yes Sales of products new to market worldwide as a percentage of total sales Yes Yes Yes Yes Notes:*
*Originally ordinal variable measured separately for product and process innovations on a five-point Likert scale (1=very small, 5=very high.
Mean values are used for product and process innovations. Statistical significance: 5%test level Impact of technology policy on innovation by firms Science and Public policy February 2010 71 innovation performance than non-subsidized firms (at the 5%test level.
For the outputorieente indicators the differences vary significantly between only 9 11%for the qualitative selfassesssmen of the technical importance of the innovattion introduced and a threefold to fivefold larger magnitude in the case of sales of products new to the market.
A further interesting point, particularly for policy-makers, is subsidized that firms seem to be significantly more innovative especially in terms of new products than non-subsidized ones.
particularly for policy-makers, that subsidized firms seem to be significantly more innovative, especially in terms of new products,
or modified (already existing) products as a percentage of total sales Yes Yes Yes Yes Sales of products new to the firm or to the market as a percentage of total sales Yes Yes Yes Yes Sales of products new to the market worldwide as a percentage of total sales Yes Yes Yes Yes Notes:*
*Originally ordinal variable measured separately for product and process innovations on a five-point Likert scale (1=very small, 5=very high.
Mean values are used for product and process innovations. Statistical significance: 5%test level Impact of technology policy on innovation by firms Science and Public policy February 2010 72‘low-subsidy'firms from that of the respective groups of non-subsidized firms.
For five innovation indicators we found that the difference of the means of the‘high-subsidy
according to our results the larger the subsidy (in relative terms), the larger the impact effect for a series of indicators that measure the economic success of innovation (sales shares of products with different grades of innovativeeness reduction
the difference between subsidized and non-subsidized firms, for example, for the sales shares of products that are new worldwiid for firms with small subsidy quotient increases from 7. 10 percentage points to 12.60 percentage points
(either new to the firm or new to the market) amounting to 18.20-8. 00=10.20 percentage points as well as for significantly improved products (amounting to 14.90-7. 60=7. 30 percentage points) are even larger.
or modified (already existing) products as percentage of total sales 33.73 (0. 84) 36.60 (1. 61) 48.36 (2. 39) 11.76 (3. 01) Yes Sales of products new to
firm or to market as percentage of total sales 15.73 (0. 57) 17.24 (1. 39) 27.46 (2. 27) 10.22 (2. 73) Yes Sales of products new to
*Originally ordinal variable measured separately for product and process innovations on a five-point Likert scale (1=very small,
5=very high) Mean values are used for product and process innovations Number of non-subsidized firms=996;
modified (already existing) products as a percentage of total sales 4. 98 (0. 29) 5. 71 (0. 12) 8. 61 (1. 24) 2. 90 (1
. 24) Yes Sales of products new to firm or to market as a percentage of total sales 15.73 (0. 57) 17.28 (0. 27) 27.46 (2. 27) 10.18 (2. 34) Yes Sales of products new to market worldwide
as a percentage of total sales 4. 44 (0. 39) 5. 94 (0. 18) 15.58 (2. 10) 9. 64 (2. 01) Yes Notes:*
or modified (already existing) products as percentage of total sales 33.73 (0. 84) 36.01 (0. 39) 48.36 (2. 39) 12.35 (2. 44) Yes Sales of products new to
firm or to market as ercentage of total sales 15.73 (0. 57) 16.94 (0. 30) 27.46 (2. 27) 10.52 (2. 36) Yes Sales of products new to
or modified (already existing) products as percentage of total sales 33.73 (0. 84) 36.01 (0. 39) 48.36 (2. 39) 12.35 (2. 44) Yes Sales of products new to
firm or to market as percentage of total sales 15.73 (0. 57) 16.94 (0. 30) 27.46 (2. 27) 10.52 (2. 36) Yes Sales of products new to
or modified (already existing) products as percentage of total sales 13.90 Yes 8. 20 Yes Yes Sales of products new to firm or to market as percentage of total sales 17.90 Yes 7. 10 Yes Yes Sales
of products new to market worldwide as percentage of total sales 15.50 Yes 9. 80 Yes Yes Notes:*
or modified (already existing) products as percentage of total sales 14.10 Yes 7. 20 Yes Yes Sales of products new to firm or to market as percentage of total sales 17.90 Yes 7. 70 Yes Yes Sales
of products new to market worldwide as percentage of total sales 12.60 Yes 7. 20 Yes Yes Notes:*
or modified (already existing) products as percentage of total sales 14.40 Yes 7. 60 Yes Yes Sales of products new to firm or to market as percentage of total sales 18.10 Yes 8. 10 Yes Yes Sales
of products new to market worldwide as percentage of total sales 13.10 Yes 7. 20 Yes Yes Notes:*
or modified (already existing) products as a percentage of total sales 14.90 Yes 7. 60 Yes Yes Sales of products new to firm
or to market as a percentage of total sales 18.20 Yes 8. 00 Yes Yes Sales of products new to market worldwide as a percentage of total sales 12.60 Yes 7 10 Yes Yes Notes:*
The ordinal variable was measured originally separately for product and process innovations on a five-point Likert scale (1=very small, 5=very high;
here we use the mean values for the product and process innovations. 9. See Note 8. 10.
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