and policy and governance impacts with discussions and demonstrations at the regional and corporate levels.
therefore to the recognition that there is a need to introduce into processes of government and business decision making a much stronger orientation and capability to address the future in a more systematic way.
new approaches to governance; and (5) FTA in security and sustainability. Downloaded by University of Bucharest at 05:08 03 december 2014
and governments have an interest in the overall priorities of national expenditure on these areas.
etc. 3. Case studies 3. 1. Research councils and national research programmes Research councils and national research programmes account for a smaller percentage of total research funding than direct government funding of universities and research institutions,
To manage national research programmes is a highly important part of science governance and research management in general.
in addition to basic funding of universities and other government laboratories, research programmes contribute to competition within the research system. 3. 2. About the study
Followiin the change of government in Denmark in late 2001 the energy research programmes were cut by two-thirds in 2002,
but with tighter cooperation with the strategic research council's activitiies Other reforms are expected in coming years as a result of the Government's Strategy for Denmark in the Global economy (The Prime minister's Office 2006).
The council was located in the Danish research Agency under the Ministry of Science, Technology and Innovation,
which is part of the Ministry of Economic and Businessaffairs (which also covers energy). The programme and its strategies are coordinated with general national energy polices and often also with other policy areas;
Together with major changes in the Energy Authority and the ministry responsible for it, this turbulence had a major influence on the strategy activities of the Energy research programme.
A third funding source for energy research, a New energy and Environment Research programme, was established also in the period through the Strategic research Council, under the auspices of the Ministry of Science, Technology and Innovation.
REFU) is an advisory board for the Energy Authority and the Ministry of Economic and Business affairs.
and give suggestions about the work of the Energy Authority in the governance of energy research.
However, at the beginning of the turbulent period following the change in government, the role of the Advisory Council changed slightly,
but the Ministry did not approve this Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight and strategy in national research councils and research programmes 927 suggestion.
The Energy research programme refers to targets and their horizons in the Government's energy policy: 2030 and the Kyoto Protocol's timeframe of 2008 2012.
and information functions) Energy Authority System operators (PSO actors) Consultants Other actors involved in the process Scientists Communication consultants Ministry of Science
and research programmes can be of legitimate strategic interest to governments. Our analysis shows that research councils and research programmes do carry out strategy processes
the process needs to include decision-makers at the national policy level government, politicians and key civil servants at least if implementing the results is important.
His areas of work are systems of innovation and governance of research and innovation in the fields of eco-innovation and energy innovation.
The government then merged the two organisations into Energinet. dk, a governmentally controlled entity that operates the main electricity
The Prime minister's Office. 2006: Progress, innovation and cohesion. Strategy for Denmark in the global economy Summary.
The Prime minister's Office. http://www. globalisering. dk/page. dsp? area=52. Downloaded by University of Bucharest at 05:09 03 december 2014
the Luxembourg government decided in 1999 to increase the level of publicly funded research. Accordingly, the government went on to develop a focused STI policy,
which began with the establishment of several new institutions, including: the Ministry of Culture, Higher education and Research (MCHER) as the key policy centre with respect to Luxembourg research;
and the National research Fund (FNR) as a source of prioritised funding for multi-annual research programmes.
In addition, the government increased spending on publicr&dfrom 0. 08%of gross domestic product (GDP) in 1999 to 0. 3%in 2004 and plans a further increase to 0. 58%by 2010.3 Figure 1
as well as to improving its governance. Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science
The Review report (see OECD 2007) suggested a number of needed reforms in the system of public sector research governance
The Centre of Competence in Molecular Medicine was launched in 2008 as an initiative of the Ministry of Economic Affairs, the Ministry of Health and the MCHER.
including the policy (government) level, the strategic research funding agency) level and the operational (research performing institutes) level (OECD 1991).
Historically, institutions whether ministries, fundiin agencies, or research performers have tended to keep priority setting‘in-house'.
Also for the political entities (Ministries chamber of commerce, etc. more immediate issues prevailed and seemed to be the main focus for them. 6. Foresight impacts Given the wide scope of participation in foresight exercises,
Accordingly, it organised a consultation among the various ministries with a stake in the research domains,
and the ministry of research do not mention directly the national priorities or the Foresight results, leaving the degree of ownership within the research institutions and themchersomewhat unclear for the moment.
After the Government's agreement on the list of national priorities, this new strategy and the foresight results were then put together in a new approach:
Overall, the successful conduct of the Foresight exercise and its implementation, together with all the other ongoing structural changes, indicate a growing maturity of the Luxembourg STI environment, particularly around public governance.
the levels of engagement by the private sector and other branches of government were disappointing,
or indirectly if the champion is a ministry or a funding organisation. Of course the foresight practitioners need to channel
Downloaded by University of Bucharest at 05:09 03 december 2014 950 F. Glod et al. 4. The use of the term‘in-house'can refer to actors beyond the officials of a ministry
As such bodies tend to perform important governance functions they can be considered to be part of the organisation. 5. The following groupings were used:
government policies in relation to research and technology had predominantly been inspired by an approach that today is labelled often as‘picking winners':
With the recognition of the limitations of government's ability to actively plan and shape future developments in an efficient and fully informed manner,
In line with these concepts, the 1990s were also characterised by a great reluctance of government policy to prioritise research themes and select technologies in a top down manner.
Already in these cycle models, policy learning is seen as an essential ingredient of political governance.
From this network perspective, policy making is not just about government, but about the joint impact of public and private decision making on society's course of change and the interactions that precede formal decision making.
For government policy to be effective, this implies a need for participation of stakeholders. Further, the role of government is shifting from being a central steering entity to that of a moderator of collective decision-making processes.
With such an open and distributed model of policy making in mind it is recognised now increasingly that an opening of political processes is necessary to ensure the robustness and the effectiveness of its outcomes.
This is also reflected in the EC's White paper on Governance (EC 2001) which stresses five principles of good governance:
participation, accountability, openness, effectiveness, coherence. 2. 2. Foresight in support of policy strategy formation The aforementioned shift in conceiving of policy-making processes is reflected in the evolving practices of foresight.
transparent and open participatory governance processes Ultimate Influence on (research policy) agendas of actors, both public and private (as revealed, for instance,
These conditions, together with the pronounced consensus-orientation in policy making, provide the governance context in which the foresight
thus fostering the socioeconomic development of thevienna metropolitan area by giving those impulses a regional government can specifically provide.
or as an even more radical change a less hierarchical governance approach in general, an approach that rewards crosscutting and horizontal initiatives.
but mainly with respect to the activities internal to the city government and public administration, where the strateeg indeed serves as a major reference point.
and whether a more open, network-type governance culture can be established within local government itself, as well as between local government and other research and innovation actors. 5. 3. Ultimate, long-term impacts Integrating suitable new actors in the community dealing with research and innovation is one of the key long-term impacts expected from foresight exercises.
and explicitly left some of the more controversial long-term issues out (e g. issues of political governance).
if this is seen as a first step only towards establishing a more strategic and open governance culture. 6. Conclusions The innovation policy foresight
European governance: a White paper. Brussels: European commission. Edquist, C. ed. 1997. Systems of innovations: technologies, institutions and organizations.
Governance of innovation systems, Vol. 1: Synthesis report. Paris: OECD. PREST. 2006. Evaluation of the United kingdom foresight programme.
In Reflexive governance for sustainable development ed. J.-P. Voß, D. Bauknecht and R. Kemp. Cheltenham: Edward Elgar.
http://www. tandfonline. com/loi/ctas20 Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project Stefanie Jenssen a a Centre for technology, innovation and culture (TIK), University of Oslo, Norway Published online:
Stefanie Jenssen (2009) Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project, Technology analysis & Strategic management, 21:8, 971-986, DOI:
8 november 2009,971 986 Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project Stefanie Jenssen*Centre for technology, innovation and culture (TIK), University of Oslo, Norway The article addresses the theme of foresight and equality in the area of stakeholder participation
in governance. Empirically, the case at hand illustrates the challenges posed by stakeholder participation based on the concept of‘Inclusive foresight'.
The article contributes to discussions of inclusive foresight by showing how stakeholder image construction poses questions of power relationships in municipal long term governance.
In regard to foresight Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance: how good can it get?
as a form of governance (Wynne 2002; Grunwald 2004; Cunliffe 2005; Konrad and Voß 2006) in designing foresight processes and adaptive planning (Grin, Felix, and Bos 2004;
Therefore we need a broader understanding of reflexivity Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:
The process of the visioning project was defined also as being guided by Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:
The municipal project leader ordered the ideas collected from the Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:
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This case illustrates thus not only challenges of inclusive foresight taken up by Loveridge and Street (2005) but also much wider problems regarding good governance
The challenge of foresight methods and participatory processes for governance, however, is the prevailing clear distinction between areas of governance,
as steering and decision-shaping and of politics as decision-making (Johnston 2002). Foresight as well as governance is seen often as consisting of networking
and process-oriented elements of governing rather than its antagonistic, power-related ones. 24 Literaatur on governance seldom questions this distinction,
premising that governance itself does not include power-relations, but helps identifying power structures related to government (Stoker 1998).
However, since foresight methods and practices are always part of an organisational setting, local, sectorial, regional or otherwise,
they are involved in the practical reality of political and social agents competing for the right to represent future developments.
This paper is a contribution to the discussion about the relationship between foresight and the democratic challenges of good governance and long-term planning.
‘Most OECD member Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:
The notions of active citizenship and community involvement have become increasingly promineen in political discussions and policy practices within planning and future oriented governance (Stukas and Dunlap 2002;
According to The United nations Economic and Social Commission for Asia and the Pacific (UNESCAP 2009) good governance has eight major characteristics.
According tovoß and Kemp (2006,4) reflexive governance‘refers to the problem of shaping societal development in the light of the reflexivity of steering strategies the phenomenon that thinking
If foresight is meant to enable governance in the sense of‘steering'rather than‘governing'then power-related aspects of foresight have to be addressed more specifically
governance, transparency and biotechnology. Health, Risk and Society 4: 259 72. Brown, N, . and M. Michael. 2003.
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community actors, institutions and multilevel governance in regional foresight exercises. Futures 3: 45 65. Giddens, A. 1991.
reflexive governance in the transformation of utility systems. In Reflexive governance for sustainable development, ed. J-P. Voß, D. Bauknecht and R. Kemp, 162 88.
Cheltenham: Edward Elgar. Lash, S. 2003. Reflexivity as non-linearity. Theory, Culture & Society 20, no. 2: 49 57.
Public participation and the art of governance. Environment and Planning B: Planning and Design 28, no. 2: 219 41.
Governance as theory: five propositions. International Social science Journal 50, no. 155: 17 28. Stukas, A a,
What is good governance? United nations. http://www. unescap. org/pdd/prs/Projectactivities/Ongoing/gg/governance. asp (accessed September 2009.
Van Lente, H. 1993. Promising technology: the dynamics of expectations in technological developments. Phd diss. University of Twente.
Sustainability and reflexive governance. In Reflexive governance for sustainable development, ed. J-P. Voß, D. Bauknecht and R. Kemp, 3 30.
Cheltenham: Edward Elgar. Weber, K. M. 2006. Foresight and adaptive planning as complementary elements in anticipatory policy-making:
In Reflexive governance for sustainable development, ed. J-P. Voß, D. Bauknecht, and R. Kemp, 189 221.
12 Organizations, including Australian manufacturing, power, gas, investment & government. Low High tech Fit Tech Coverage Tech Concentration Hungry?
On another level, the Dutch government allocates research support to universities based in part upon their publication records.
binstitute for Prospective Technological Studies of the Joint research Centre of the European commission, Edificio Expo, C/Inca Garcilaso, 3, E-41092 Seville, Spain In 2005, the Finnish Government
For examplle the Ministry of Trade and Industry has facilitated a so-called Foresight Forum (Könnölä, Brummer, and Salo 2007;
for example, once during the electoral period, the Government produces a report on some salient aspects of the future of Finland.
both the Government's report and the Committtee'response are debated then in a plenary session of the Parliament (see, e g.
when the Government took a decision in principle on the structural development of the public research system at large.
In this decision, the Government emphasised that the research system is to be developed in its entirety, with the aim of improving the quality and relevance of research and development activities.
The Government also noted that key measures towards this end will include the establishment of shared priorities, the strengthennin of the national and international profile of research organisations,
In effect, the Government's decision ascribed new tasks to the Academy of Finland and Tekes.
when the Government's decision was known to be forthcoming. At this stage, Raimo Väyrynen the President of the Academy of Finland,
Furthermore, in 2007 the Ministry of Trade and Industry started a process towards the establisshin a National Innovation strategy,
when the Government took decisions towards the implementation of a national strategy in which the establishment of Strategic Centres of Science,
and Innovation policy Council as of January 2009) is to assist the Government and its ministries by addressing, for instance,
major matters in relation to research and innovation policy by preparing related plans for the Government. 7. See http://www. tekes. fi/eng/strategic centres/8. For examples,
Rationales for government intervention in the commercialization of new technologies. Technology analysis and Strategic management 14, no. 2: 183 200.
Ministry of Education. http://www. minedu. fi/export/sites/default/OPM/Tiede/tutkimus-ja innovaationeuvosto/TTN/julkaisut/liitteet/Review 2006. pdf?
so that it can support the quest for new forms of governance. They structure these into three pillars:
sociocultural evolution, corporate industrial activity and government. Continuing the call for the FTA COMMUNITY to move on from identifying priorities,
& Policy Studies (ST3PS), University of Twente, School of management and Governance, Institute of Innovation and Governance Studies (IGS), Capitool 15, P o box 217,7500 AE Enschede, The netherlands 1
which analysed content driven Knowledge dynamics on the one hand and the development of institutional and governance arrangements on the meso-and macro-level of research (national and post-national) on the other.
7. At the same time the notion of Foresight as a governance tool and policy instrument has been refined. Systems of policy functions have been proposed to enable Foresight design
/Futures 43 (2011) 232 242 233 All these results point to the fact that diverse innovation areas need diverse governance tools
'or‘homology'of structures as necessary in order to fulfil the function of government, i e. executing some tasks
a corresponding failure in the working of government and a lack of legitimacy would occur 19.
and innovation policy from other policy areas such as social or employment policies where the Open Method of Coordination has been applied earlier on in Europe. 3. 1. Governance arenas in European research
It proposes a functional description of National innovation systems along three interacting arenas of governance: -the arena of strategic orientation of research, borne by the political governmental authorities,
it involves Government and Parliament. -the arena of programming in between the governmental and the research performing actors, deals with (1) translating the objectives of the former in specific scientific priorities
but did not substitute the actors of this latter arena. 3. 2. Foresight objectives in the context of the three governance arenas We choose to focus our analysis on Foresight in connection with policy
All three Foresight objectives have a particular significance in relation to the governance arenas. In other words, Foresights for research policy purposes, can be characterised by their positioning in the governance arenas vs.
Foresight Table 1 Elements characterising the three arenas of governance for R&i in the EU context.
Strategic orientation: EU Parliament European commission Council (Competitiveness Council) institutional triangle Board of the intergovernmental research institutions (CERN, ESA...
i e. their tailoring using the arenas for governance Foresight objectives matrix. 4. Knowledge dynamics in European research and innovation system Policy-making in arenas of strategic orientation,
Table 2 Foresight objectives in relation to the arenas of governance. Arenas of governance Foresight objective Priority-setting Networking Building visions Strategic orientation Macro policy priority setting National/EU level stakeholders networks Overall political
level vision building Programming Programmes scientific priority setting Programmes stakeholders networks Sectoral vision building, context of roadmaps Performing Research institutions strategic processes Research institutions
we explore the implications of field specificities on the Foresight activities taking place in the three governance arenas identified in Section 2. 1. We will present two illustrative cases:
For each domain, we will first characterise the institutional arrangement of the governance arenas and the knowledge configurations,
and 12th 2009 in the framework of the ANR-OGM COBINA research project. 10 Decision announced by Ilse Aigner, federal ministry for agriculture, on April 14th 2009.
and implement a European vision validated by policy makers and governments. It has produced a Strategic research Agenda (SRA) created through the concerted efforts of experts from industry, academia,
In fact, we face a multilayered governance and funding system in Europe. There is a need to finance competing research projects
the case of the European union, Journal of European Public policy 3 (3)( 1996) 318 338.22 S. Kuhlmann, Future governance of innovation policy in Europe three scenarios, Research policy 30
(6)( 2001) 953 976.23 R. Kaiser, H. Prange, Managing diversity in a system of multilevel governance:
The commercial environment is constantly evolving through the interactions of thousands of variables from market-driven pricing processes to government regulations, from consumer opinion to market competition,
and government), the analysts know that the technology or topic will have widespread impact (see Fig. 3). The second part of the meeting consists of identifying the topics
which sought to examine the future of‘‘Key Research actors''in the European research area encompassing civil society, researchers, small and medium enterprises, universities, research and technology organisations, multinational enterprises, national and regional governments 23.
While the rationale for innovation policy remains anchored in the Arrow concepts of market failure for many government economists,
An early example of this concept was the Finnish Governments knowledge cluster programme of the mid-1990s.
government exercises, Technological forecasting and Social Change 60 (1)( 1999) 37 54 (18pp..5 J. Gavigan et al.
which occurs when various interest groups (industry, academia, government, NGOS, etc.)and different geographical areas (countries, regions, etc.
and a survey was launched to opinion-formers leaders in business, government, media, NGOS and academia.
Extensive There was an extensive engagement of diversified stakeholders from government, academia and industry. T. Ko nno la et al./
Extensive There are broad engagement of diversified stakeholders from government, academia and industry. National Technology foresight in China Informative Understanding future S&t developments and needs.
Extensive Very diversified stakeholders from government academia and industry have participated in NTFC. Technology foresight towards 2020 in China Informative TF2020 aims to provide necessary information for making long term strategy for science and technology development in China,
Extensive Diversified stakeholders from government, academia and industry are very active in the process of TF2020. a Commissioned by the Nordic council. b Commissioned and conducted by VTT Technical research Centre. c Commissioned
f Commissioned by the Finnish Government. g A FP5 IST Thematic Network (2002 2005) coordinated by JRC-IPTS and managed in collaboration with DG Information society. h Commissioned by JRC-IPTS.
a term used by governments to describe material assets that are essential for the functioning of a society and economy (such as electricity generation and distribution, telecommunication, transportation systems, public health, financial services,
In the UK, the Development, Concept and Doctrine Centre (DCDC) a Directorate General of the Ministry of Defence (MOD) conducted a foresight process that produced as a key output a report‘‘the DCDC Global Strategic Trends Programme
and by commissioning a survey that is consulting leaders in governments, business NGOS and the academic sector.
This reflectsawareness that it isimpossible foroneall-knowing policy organisation or level of government to grasp all of the intelligence that is needed to make sense of future challenges and opportunities.
New approaches to governance Cristiano Cagnin a,,*Denis Loveridge b, Ozcan Saritas b adg Joint research Centre Institute for Prospective Technological Studies, Calle Inca Garcilaso 3, 41092 Seville, Spain
b Manchester Institute of Innovation research, United kingdom 1. Introduction The paper addresses Future-oriented technology analyses (FTA) in the context of the issues that ought to be considered for its application to support the quest for new forms of governance embracing governments, wider
Setting a new landscape for FTA ACTIVITIES around the concept of governance, is the aim of the paper while shedding some light on the issues
which ought to be addressed by the FTA COMMUNITY with the aim of supporting new forms of governance.
i) sociocultural evolution,(ii) corporate industrial activity and (iii) government interests. While there has been a great deal of emphasis on the development
. If the achievement of equity and governance is the ultimate aims for policy making, then high quality participation,
so that it can support the quest for new forms of governance. The paper has been structured on the discussion of governance around three pillars:
sociocultural evolution, corporate industrial activity and government. Analysis of the relationship between governance and each of the three pillars poses a number of questions to the FTA COMMUNITY that reflect on the potential impacts of FTA ACTIVITIES in governance.
Setting a new landscape for the FTA, the paper concludes with those issues where the FTA COMMUNITY is starting to devote attention,
as well as those it still ought to consider. 2010 Elsevier Ltd. All rights reserved.**Corresponding author. E-mail addresses:
10.1016/j. futures. 2010.11.006 A short overview of the development of the present situation regarding governance sets the scene for the more detailed analysis of the relationship between governance
The later discussion intends to enable the FTA COMMUNITY to reflect on how FTA ACTIVITIES can support the move towards more democratic societies and the potential impacts of FTA in governance.
The paper concludes with those issues in which the FTA COMMUNITY is starting to devote attention to as well as those it still ought to consider. 2. History Governance is an outcome of the continual battle between risk and regulation.
Governance then proposes and implements regulations in ways that are a political art as much as a science, underlain by the question of equity:
for whom and by who is governance being exercised? However, this question is overlooked frequently and the focus on science
The history of governance is concerned mostly with how the public's perception of technological innovation has grown over time.
It leads towards a notion of an extended role for FTA in a world where new forms of governance are growing from the emergence of the combined phenomena of globalisation
which is threatened through risk, regulation and governance. The relationship between advances in technology and human social development was established during the Enlightenment well before the notion of‘economics'was born as a cultural invention, rather than as a pseudo-objective science.
and others 5 7. The nuclear threat was seed the for the current call for new forms of governance to cope with the regulation of S&t that is now embedded in the combined phenomena of globalisation and glocalisation of business, with effects on every aspect of modern
By the early 1970s, the clamour for governance of S&t resulted in the formation of the PAU in the UK and the OTA in the USA;
New fora for involving the public in the governance of S&t came in many forms from the 1970s onwards,
sociocultural evolution and government interests that are important in the quest for new forms of governance relating to them.
a series of diagrams are used later to illustrate some of the issues that will need to be incorporated into any future mantra of governance and the evolution of S&t.
'3. Governance The shift from‘Government'to‘Governance'and to the new global‘regulatory'state explains the substantial changes in legislation,
regulation and public policy 8. The shift from technocratic decision making towards more democratic processes can be captured in the concept of governance.
Governance and regulatory concepts imply a modified description of what regulation is and how it works, where the regulatory limits of state authority and the potential of society to influence
According to Sheng 9, governance is the process of decision making and the process by which decisions are implemented
Good governance assures 9 that corruption is minimised the views of minorities are taken into account
Sheng 9 claims that there are eight major characteristics to good governance: 1. Participation by both men and women through freedom of association and expression on the one hand and an organised civil society on the other hand. 2. Consensus oriented resulting from an understanding of the historical, cultural and social contexts of a given society and community.
New forms of governance are based on claims for accountability; transparency; participation; and coherence all of which aim at a reorganisation of decision making structures with the objective of reasserting social legitimacy.
Policy documents, such as the European commission's White paper on Governance 10 reflect the need to move beyond formal processes of government and public administration,
Yet, COM 10 claims that governance methods and systems have not been institutionalised on a broad and continuous basis in Europe and elsewhere.
/Futures 43 (2011) 279 291 281 As a counter-argument, Olsen 11 suggests that the process of governance may not always produce a precise and stable policy outcome.
and stakeholder approach has various implications for the relationships between the society, corporate industrial activities and public governance.
The implications of this approach for relationships between the society and public policy explain the shift from the government to governance.
and facilitate policy making taking into account the active involvement of society and the requirements of the new governance systems.
How FTA ACTIVITY can support such moves must be set against the three pillars of corporate industrial activity, sociocultural evolution and government interests,
''is the main question this paper raises by describing the new governance landscape which can be represented by a Venn diagram with a triangle at the centre of the three intersecting systems (Fig. 1). 4. Social-cultural evolution The growing need for a better
which promotes partnership as a key element of good governance. According to the government-commissioned State of The english Cities reports 19, there are five different dimensions of social cohesion:
material conditions, passive relationships, active relationships, and inclusion and equality. These dimensions are rooted ideals in the social response to the concept of sustainable development,
and Development in 1992 23 by representatives of 179 countries) and is at the heart of the quest for new forms of global governance. 5. Corporate industrial activity
Hence, a core issue to CSR is partnership development. 2()TD$FIG Fig. 1. The new governance landscape.
every firm needs tacit or explicit permission from governments, communities and other stakeholders to do business offering a concrete way for a business to identify social issues that matter to its stakeholders
and governance Strategic CSR is about choosing a unique position 29, principles that apply to a firm's relationship to society as readily as to its relationship to its customers and rivals.
/Futures 43 (2011) 279 291 285 Corporate governance is then about strategic CSR, which integrates value chain social impacts and investments in competitive context;
so that the eight criteria of good governance are met: participation and inclusiveness, understanding of all points of view (consensus-oriented), responsiveness which is related to effectiveness and efficiency,
and accountability which is linked to transparency and the rule of law. 6. Government interests: society and corporate activity A central assumption behind innovation systems theory is that knowledge is the fundamental resource in the modern economy
it is clear that novel modes of governance presuppose the transparency and openness of decision making procedures to stakeholders while acknowledging the relevance of knowledge other than science,
socio-cultural evolution and government's interests, creating the need for newforms of governance. There is no doubt that innovations in international relations
in the emergence of new forms of governance as globalisation and glocalisation develop. The‘joker in the pack'is international conflict
Ultimately any government's interests lie in the‘nuts and bolts'of policy that involve the synthesis of possibilities from the two lower boxes in Fig.
) In this entire context, standardisation in regulation is one of the fundamental concepts of governance.
FTA in support of new forms of governance Governance methods and systems have not been institutionalised on a broad and continuous basis possibly
and processes could support a move towards genuine governance and thus a more democratic society.
But what would then be the role of government and industry in developing human capacity and enabling the literacy of citizens at large?
and process contribute to governance modes that are more responsive to risk society perceptions, values and apprehensions.
what kinds of governance is needed to permit actors external to the innovation processes to become more actively involved in technological development,
Are conventional technocratic modes of regulation yielding to governance modes that are more responsive to risk society perceptions, values and apprehensions?
and process contribute to such governance modes? The conditions for democratic governance of technology and innovation need to be acknowledged
and discussed. Rather than just opening dialogue between science and society solely in terms of environmental or health impacts, there is a need to tackle broader social concerns such as ethical and cultural values, power relations,
and other stakeholders taking into consideration social impacts and social dimensions of its value chain in a competitive context as well as its relationships with employees, customers, governments and society at large.
Corporate governance codes and shareholder expectations have changed the need for boards of directors to demonstrate effective leadership,
and considerations that are emerging in the landscape of governance due to changes and transformations in society.
and its influence on globalisation, glocalisation and governance, for which there is evidence in recent EU moves towards requirements for 100%recyclability,
and regulations embodied in governance. The move towards a new mantra for FTA is shyly
/Futures 43 (2011) 279 291 288 community's readiness to address global issues and to building governance at a global level.
glocalisation and governance are critical elements. The current paper goes beyond the issues already outlined by Cagnin et al. 43.
What is good governance? United nations Economic and Social Commission for Asia and the Pacific (2008.
10 COM, European Governance: A White paper, Commission of the European communities, 2001.11 J. P. Olsen, Reforming European institutions of governance, Journal of Common market studies 40 (2002) 581 602.12 W. Ulrich, Critical systems
heuristics, in: H. G. Daellenbach, R. L. Flood (Eds. The Informed Student Guide to Management Science, Thomson Learning, London, 2002,,
sustainability, Corporate Governance 7 (2)( 2007) 162 177.32 L. E. Preston, D. P. O'Bannon, The corporate social-financial performance relationship:
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