| Laboratory (233) |  |
| Laboratory-directed research and development (42) | |
Adaptive options in technology and innovation policy should be seen not only as laboratory RTD, but can also include pilots
Building the Nordic Research and Innovation Area in Hydrogen, Summary Report of Nordic H2 Energy Foresight project, Risoe National Laboratory, Risoe, 2005.481 E. A. Eriksson, K
Experiences from the preparation of an international research program Ville Brummer a, 1, Totti Könnölä b, 2, Ahti Salo a a Systems analysis Laboratory, Helsinki University of Technology, P o box
Drawing upon experiences from earlier collaboration with the Systems analysis Laboratory at Helsinki University of Technology in the development of a Scandinavian co-funded Wood Material Science Research program 16, the project plan for the Woodwisdom
2005) is Researcher and doctoral student at the Systems analysis Laboratory of Helsinki University of Technology, with research interests in foresight, decision support systems and strategic decision making.
Previously, he has been Senior researcher at the VTT Technical research Centre of Finland, Researcher at the Systems analysis Laboratory in the Helsinki University of Technology and Expert in Gaia Group Oy
Ahti Salo (M. Sc. 1987, D. Tech. 1992) is Professor at the Systems analysis Laboratory with research interests in decision analysis, decision support systems, technology foresight, and risk management.
We then apply these insights to lab-on-a-chip devices for cell analysis. Dynamics of emerging paths can be used to articulate a future structured in terms of prospective innovation chains and potential paradigms.
10.1016/j. techfore. 2008.02.002 1. Lacunae and prospects of assessment and alignment tools for emerging science and technology For innovation to succeed actor alignment in the form of innovation chains from laboratory to products
In addition over the 15 years of research and development into lab-on-a-chip devices, larger industry has been reluctant to invest in stimulating
and maintaining a lab-on-a-chip innovation chain. Research and development of the components of lab-on-a-chip continue,
however innovations in terms of products are few and far between. The long term aim is to package MPM as a strategic support system for start-up (and more mature) companies.
Before delving into the context of lab-on-a-chip for cell analysis we explore what the literature can tell us with regards to insights into emerging path dynamics stemming from sociology of S&t, evolutionary economics and organization studies.
and Emerging s&t. 9 Cell-on-a-chip devices are integrated laboratories on a chip (Lab-on-a-chip) dedicated to cell analysis and manipulation.
They combine many components and approaches from the macro-scale laboratory equivalent: sample preparation, pretreattment analysis, manipulation and removal. 520 D. K. R. Robinson, T. Propp/Technological forecasting & Social Change 75 (2008) 517 538
because of alignment across levels (the lab, institute, or wider world; Fujimura 43. Similarly, socio-technical paths become doable
lab-on-a-chip devices for cell analysis The vision of performing laboratory experiments at a micro or even nanoscale was posed first by Terry 50 who linked the idea of integrated microelectronics to the notion of integrated
The notion of a laboratory on a chip based on integrated microfluidics and microdevvice remained for some time as a general notion in the microfabrication community.
The agenda was set to miniaturise existing laboratory analysis instrumentation and in the early 1990s high expectations were raised about the possibilities of performing (bio) chemical analysis at any lab-on-a-chip and at anytime, for example, total blood analysis at the patient's bedside (Point-of-care testing).
In 1993, Harrison and Manz 52 reported on a breakthrough regarding the successful miniaturisation of the analytical technique of capillary electrophoresis,
For the field of lab-on-a-chip there is a general agreement of four consecutive phases of technological development (see Fig. 1). Currently most developments still remain in phase 2. 15 http://www. ornl. gov/sci
where ad hoc integrations of a number of the necessary systems for lab-on-a-chip devices are explored
and combine them into an experimental platform for systems research such as protein analysis in the lab (moving from phase 1 to phase 2). Such an integration of a number of devices into an experimental system is undertaken usually in a university laboratory.
and thus are only suitable for laboratory use. This activity is a bit further down the line from the initial cutting-edge research
(but not all) laboratory settings the boundary between where research ends, and technology development begins. Fig. 1. Phases of materialization of the vision of lab-on-a-chip.
Fig. 2. Broader innovation issues of the transition from research lab to company in the single cell analysis innovation chain. 524 D. K. R. Robinson,
T. Propp/Technological forecasting & Social Change 75 (2008) 517 538 The central bubble describes the further technical development of an experimental integration of elements into a working lab-on-a-chip device
(transition from phase 2 to phase 3). This development is the largest stumbling block over the past years (as described in the history above)
in order to produce an integrated lab-on-a-chip device. This barrier will be explored later in the paper as the main gap in the innovation chain for the last 15 years,
and the lack of successful innovation chains meaning lab-on-a-chip remains at the research level,
and 3. evaluate which paths show the most promise of successfully bridging the gaps in the innovation chain for single cell analysis with lab-on-a-chip technology.
technical dimension Lab-on-a-chip specifically for cell analysis is particularly relevant for Frontiers research lines due to its focus on instrumentation based on nanotechnologies for the life sciences.
Of particular interest is the proliferation of research and development of nanotechnologies for cell analysis the laboratory, the proliferation of expectation of applications for such cell-on-a-chip devices,
and analysis conducted today in a macro-scale laboratory:(1) cell culture;(2) sample treatment;(
We want to point out that within the six functions attributed to a cell-focused laboratory on a chip,
The visions of lab-on-a-chip devices still remain a promise just out of reach. With many start-ups and SMES focusing on individual components related to the six functions,
there is a sense of urgency in creating a platform for integrating various components into lab-on-a-chip devices for cell
but having been demonstrated as possible within the laboratory (Cytocentrics B. V.,Eindhoven). ) The second path comes from a research project at the University of Hull (UK),
Building off MPM-1, we conducted interviews based on perspectives and projections of the field of lab-on-a-chip for single cell applications.
From the interviews and the work already done on MPM-1 we identified the central bubble in Fig. 2 as the greatest challenge to overcome for cell-on-a-chip (and lab-on-a-chip more generally.
microfabrication and nanotechnology tools for cell analysis and (2) start-up companies and small-and medium-sized enterprises (SMES) relating to specific cell analysis techniques and lab-on-a-chip technology.
and integrate them into a lab-on-a-chip technology platform. Thus innovation chain 1 was said to have a key stumbling block no clear market is visible for return on investment and thus.
The degree of complexity of an integrated lab-on-a-chip platform would mean a clear application driver for the SME-consortium or the Fig. 4. 1) MNC (dark grey) in-house;(
One participant mentioned a Lab-cow: an interesting integrated microfluidic device was designed first and then began the search for an application,
access to a large number of facilities is needed from microfabrication equipment, to bio labs, to instrumentation such as optical tweezers 60.19 Source:
The outcome of the workshop was that innovation chain 4 is agreed to be the most promising approach to creating an integrated lab-on-a-chip platform.
We tailored this particular MPM with the generally acknowledged phases specific to lab-on-a-chip technology.
a young start-up company initiated in February 2006 with intentions to be the systems integrator of a lab-on-a-chip device focused on a specific application in the medical sector.
and measuring lab-on-a-chip of increasing irreversibility in the emergence of nanotechnology paths.
Expectations, agendas and networks in lab-on-a-chip technologies, Technol. Anal. Strateg. Manag. 18 july September 2006) Number 3 4. 49 M. Callon, J. Law, A. Rip, Mapping the dynamics of science and technology, The Macmillan Press Ltd.
system in combination with optical tweezers for analyzing rapid and reversible cytological alterations in single cells upon environmental changes Tools and Resources, Lab Chip (7)( 2007) 71 76.61 L
notably firms (often but not exclusively in the form of R&d units) and public labs 12.
while public labs have a non-negligible weight in several other countries. 18 Thus, the role of these latter types of research organisations should not be ignored in policy discussions. 19 In sum,
First, a large number of research organisations (universities, public and private labs, firms, etc. located in currently laggard countries likely emerge as major players.
firms'labs), sold to other parties (contract research organisations, consultancies) or exploited in political/societal processes for advocating/pursuing certain views or interests (NGOS, trade associations).
yet, a number of other organisations e g. think tanks, private research organisations, private nonprofit research organisations, government laboratories, consultancy firms, patient organisations, various NGOS, trade associations and interest groups
some reporting specific laboratory tests of the impact on decisions and some referring to observations of decision processes within organisations 19 21.
Van Merkerk and Robinson 9 show examples from the field of lab-on-a-chip technology and how expectations have an effect on selection choices of pathways to follow,
as a response to the prior press coverage and the ZDF news item, many patients with lung cancer go to the lab. As ever more patients converge on his lab,
and the long-awaited integrated micro-fluidic devices (lab-onaachip) begin to enter prototype phase with start-ups begin to emerge
Emergence of platform technologies with applications in multiple sectors and comprising of ever increasing complexity of functional nano-elements (multifunctional tailored nanoparticles, highly integrated Lab on a chip, Moore than More integrating of semiconductors
a framework and an application to Lab on a chip technology for medical and pharmaceutical applications, Technol.
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
http://www. tandfonline. com/loi/ctas20 Axes of balance in foresight reflections from Finnsight 2015 Ahti Salo a, Ville Brummer a & Totti Könnölä b a Systems analysis Laboratory
8 november 2009,987 1001 Axes of balance in foresight reflections from Finnsight 20151 Ahti Saloa*,Ville Brummera and Totti Könnöläb asystems Analysis Laboratory, Helsinki University
Notes on contributors Ahti Salo is a professor at the Systems analysis Laboratory of the Helsinki University of Technology.
Ville Brummer is a researcher at the Systems analysis Laboratory of the Helsinki University of Technology.
GM plant research in Europe is performed within public and private labs. Two types of collaboration can de developed at EU level:(
Synthetic biology the prospect of engineering cellular processes to operate as bioreactors, labs in a cell,
An influential approach emerging from industrial ex ante project selection methods was developed by the Australian National Laboratory CSIRO based upon a matrix of attractiveness and feasibility.
Research on prioritisation practice in the world's leading research companies in the USA and Europe has indicated that corporate labs had moved away from the traditional, discipline-based organisation 16.
Similar conflicting forces will affect many smaller-scale FTA ACTIVITIES, in private organisations as well as in the policy sphere. 4 DEMATEL=decision making trial and evaluation laboratory, a structural modelling technique;
MCA=multiple criteria analysis. 5 Thus the likely incidence of disease following a radioactive leak of a specific amount can be estimated on the basis of laboratory research and epidemiology;
Descriptive modelling Logical positivist Empiricist Field studies Field experiments Structured interviewing Surveys Prototyping Physical modelling Laboratory experimentation Interpretive Action research Case studies Historical analysis
interviews or many laboratory experimeents the primary concern is with the perception or abstract representation of reality by individuals exposed to the situation.
If spoken by the head of a laboratory of the same company in front of its R&d department,
When we were in grammar school laboratories, we were taught to treat hydrogen with respect'(Financial times, September 27,
Evaluation of Laboratory directed research and development investment areas at Sandia Kevin W. Boyack*,Nabeel Rahal Sandia National Laboratories, 1 P o box 5800, Albuquerque, NM 87185, United states
accepted 16 september 2004 Abstract Sandia National Laboratories conducts a variety of research projects each year under its Laboratory-directed research and development (LDRD) program.
Sandia 1. Introduction The Laboratory-directed research and development (LDRD) program at Sandia National Laboratories conducts world-class research on a variety of subjects that are relevant to Sandia's missions and potentially useful to other national needs.
1 Sandia is a multiprogram laboratory operated by Sandia, a Lockheed martin Company, for the United states Department of energy under contract DE-AC04-94al85000.
number ID number ID number ID number ID number IA IA IA IA IA Laboratory Title Title Title Title Title
, including Los alamos National Laboratories and Lawrence Livermore National Laboratories) for FY2001 and FY2002 were added. FY2003 data were not yet available.
Of these 180 duplicated existing Sandia-specific records and another 200 had no titles or descriptive text,
and is shown in Fig. 6. The purpose of this map was primarily to identify additional opportunities by comparison of Sandia IA data with work of national interest that is being funded at other DOE laboratories.
Fig. 6 shows the overall scatterplot comprising investment in LDRD by all of the U s. DOE's laboratories.
In the context of this type of map, we define an opportunity as a space where other laboratories are performing work,
Small filled circles indicate LDRD investments made by all other DOE laboratories. The area inside the dashed box is explored further in Fig. 7. K. W. Boyack, N. Rahal/Technological forecasting & Social Change 72 (2005) 1122 1136 1132 competencies,
One can carry the analysis even further by looking at the distribution of projects in the bpotentialq spaces by laboratory.
If the bpotentialq space in a given cluster is dominated by a single laboratory with many projects,
then the barrier to entry (in terms of future competition for funding) would be given high the unique expertise of that laboratory.
if the space is spread among many laboratories, each with just a few projects, the barrier to entry,
while black dots indicate projects from the other DOE laboratories. Dark dots surrounded by few light dots
. Although there are several laboratories in the original analysis, only the strongest links between technologies and laboratories were extracted and visualized.
Fig. 8 identifies the relationships between laboratories and technology, and thus laboratories with common technology competencies.
For example, laboratory B has an area of common technical focus with laboratory A through lithography, laboratory C through fuel cells and biological systems,
and laboratory D through biological systems and semiconductors. The identification of these common points directs us to btechnology categoriesq that can be analyzed further to identify the portfolio of technology that characterizes the capabilities of each laboratory.
For example, when clicking on the fuel cells node in Fig. 8 when using the Clearforest link analysis tool interactively,
a large number of additional relationships appear. The relationships consist of additional laboratories and technologies that have weaker links than in the original visualization.
Drilling down into a technology is a powerful analysis technique, and provides greater detail for the laboratory and IAS.
The value of this analysis lies in its ability to identify the technological capabilities of each laboratory,
in addition to determining whether duplication or collaborative opportunities exist. The second analysis consisted of linking each individual IA to other laboratories in the DOE complex through common technologies.
The analysis was conducted by selecting each IA in turn and exposing all laboratory and technology relationships associated with it.
The result was a visualization that placed the IA in the middle of the link map with a minimum of 50 nodes identifying direct and indirect Fig. 8. Clearforest link analysis map of specific technology linkages between different laboratories within the U s
. DOE complex. Thicker lines indicate stronger relationships. K. W. Boyack, N. Rahal/Technological forecasting & Social Change 72 (2005) 1122 1136 1134 relationships.
The direct relationships were explored to identify duplication or complimentary efforts. The indirect relationships were explored to identify complimentary technology outside of Sandia,
or to suggest potential collaborative opportunities between laboratories. 5. Future directions This is the first year that we have applied such analyses to our LDRD process.
In the near future, we plan to expand our scope to include not only the LDRD information from DOE laboratories,
Acknowledgements The authors gratefully acknowledge the support of the LDRD Program, Sandia National Laboratories, U s. DOE under contract no.
and Mathematics Center at Sandia National Laboratories. His Phd in chemical engineering is from Brigham Young University.
Nabeel Rahal is a business intelligence researcher and analyst in the Business Development and Corporate Partnerships Center at Sandia National Laboratories.
US National Renewable Energy Lab (NREL) is second with 4780, but much reduced activity recently;
Corp 15*35 27*10*Hayashibara Biochem Labs Inc. 14*9 0 0 Fujikura Ltd 12*8 17*9*Chemicrea
Te-Yi Chan and Cheng-Hua Ien are based in the Trend Analysis Division, Science and Technology policy Research and Information Center (STPI), National Applied research Laboratories (NARL), Taipei
which is under the National Applied research Laboratories (NARL). Her research interests include foresight, technology roadmap, and patent analysis.
which is under the National Applied research Laboratories (NARL). He works on data processing and text mining, and adopts these mechanisms to conduct research into science and technology development trends.
which is under the National Applied research Laboratories (NARL). Her research interests include foresight, technology roadmap, and patent analysis.
Recipes for Systemic change, Helsinki Design Lab Powered by Sitra, 2010, Available at: http://helsinkidesignlab. org/peoplepods/themes/hdl/downloads/In studio-Recipes for systemic change. pdf. Last accessed July 2012.44 J. Alcamo, D. van Vuuren, C. Ringler
Non-corporate assignees include universities, academies, nonprofit labs, and centres. Because of the difference in patent law between the U s. and other countries, too many individual assignees are observable in U s. patents,
So, this study resembles a laboratory test. Though the results seem reasonable, we still need to find more technologies
& Social Change emergence of nanotechnology is adjudicated not just in labs, but rather also in processes such as technology forecasting, technology assessment and participatory future-oriented studies, involving scientists, policymakers, media,
Visits to leading research laboratories in Japan and Europe and workshops held in the United states, Europe,
The concept aims at having participatory FTA be taken up into ongoing sociotechnical processes to shape their eventual outcomes at all levels including to the point of the lab 43.
The report includes site reports for visits conducted by the IWGN expert panel to leading research laboratories in Japan and Europe.
In particular enabling infrastructures for community innovation such as the innovation camps, shared fab-labs and co-working spaces are likely to become more important.
the gathered ideas serve as bottom-up input for further exploration of future innovation opportunities for DTV in a natural research setting (through the Living Lab approach).
and the Living Lab concept which was mentioned already in 11. Living Labs 32 are systemic policy instruments that facilitate user-driven and social innovation in a natural, more ecologically valid research context, reflecting real life situations and conditions.
IF studies in Living Lab environments seem promising, especially for the purpose of detecting unexpected uses
latent needs, etc. Acknowledgments Our sincere thanks goes to the people where involved in and have contributed to both case studies presented in this article and to the reviewers, for their very helpful feedback and suggestions.
899.10 D. Loveridge, P. Street, Inclusive foresight, Foresight 7 (2005) 31 47.11 K. De Moor, O. Saritas, Innovation Foresight for living labs, in:
, Investigating user typologies and their relevance within a living lab-research approach for ICT-Innovation, in:
A Qualitative Study on the Domestication of Interactive Digital Television in Flanders,(Unpublished doctoral thesis), Vrije Universiteit Brussel, 2011.32 A. Følstad, Living Labs for Innovation and Development of Information
a literature review, ejov Special issue on Living Labs 10 (2008. K. De Moor et al.//Futures 59 (2014) 39 49 49
while the EIT ICT Labs case made it possible to observe futures research activities in a large network of around 65 partner organizations.
To collect data for the EICT and EIT ICT Labs case studies a participant-observer approach was utilized. 2 In both cases
Rijkswaterstaat, EICT, EIT ICT Labs In the following section three cases are presented. In each case a brief introduction is followed by a description according to the components of the CIM. 4. 1. Case 1:
EIT ICT Labs The European Institute of Innovation and Technology (EIT) is the latest attempt of the European commission (EC) to increase European innovation performance.
At the end of 2009, the first three KICS in the areas of climate change (Climate KIC), energy (KIC Innoenergy) and Information and Communication Technologies (EIT ICT Labs;
The EIT ICT Labs consist of 20 core partners from industry and academia and approximately 40 associated or affiliated partners.
Heger & Bub provide an in depth introduction to the EIT ICT Labs in 55.4.3.1. Image of the future vision The starting point of the EIT ICT Labs was the vision of an integrated institute.
In the case of the EIT ICT Labs, the EC's call for KICS and the internal ambitions of multiple companies resulted in the shared vision of an integrated organization designed to drive innovation in ICT that would benefit from the different yet complementary assets and resources of industrial and academic partners.
It was developed based on the initial EIT SIA in the application phase of the KICS. Later, both, the KIC's vision and strategy were in conjunction with the revision of the EIT's SIA.
The EIT ICT Labs envision their operations to substantially improve various fields related to innovation in ICT:
They receive direct funding from the EIT ICT Labs and can be booked'to support the carrier activities.
and creates cohesion within the ICT Labs about current trends. Experts of the partner organizations provide input.
Thom provides an overview of the EIT ICT Labs Innovation Radar in 58. The best-practice benchmarking activity aims at identifying best practices for (1) disseminating innovations among the partners,
the aforementioned innovation radar helps ensure that the EIT ICT Labs and the partners are engaged in domains that will drive the future.
the EIT ICT Labs are organized businesslike. There is a clear vision and mission a general assembly consisting of core and associate partners,
The importance of stakeholder management results from the inter-organizational setup of the EIT ICT Labs. Organizations with very different backgrounds, philosophies and cultures, interests and goals,
Networked foresight activities Within the EIT ICT Labs various foresight activities can be observed. The partners receive financial grants for their participation
Table 5 Networked foresight activities in the EIT ICT Labs. No. Activity Short description Type 3. 1 Action lines Bundle R&d activities in preselected thematic fields,
and living labs Let researchers and engineers test and modify products in close collaboration with end-users in a real-life
EIT ICT Labs The EIT ICT Labs have an elaborate mission and vision for the network based on the image of the future of an open network of partners that fosters research and business opportunities.
The EIT ICT Labs are an attempt to create an environment of open innovation, but the people therein still appear to be need in of adapting to the new notion of sharing results.
While the EIT ICT Labs partner organizations overcame the fear of opportunism to a degree that lead them to join the network at all,
While the shared vision of the EIT ICT Labs serves as a common denominator, sensitive and precise leadership is required to ensure constant satisfaction and commitment on the part of the partners involved.
Fig. 4 visualizes the EIT ICT Labs in regard to its future orientation and openness. 5. 3. 1. Networked foresight activities In the EIT ICT Labs 10 foresight activities with varying roles
and scope were identified. All activities use sources from the within network; five leverage additional information from outside organizations and one seeks to integrate end-users As well as can be expected,
Based on the CIM evaluation and the futures research activity analysis the following conclusions can be drawn for the EIT ICT Labs:
1. Within the EIT ICT Labs foresight that utilizes the network on various levels is practiced. 2. Beneficiaries of these activities are the network partners and the network itself.
The foresight activities are mostly mid-to short-term activities within Table 8 The scope of the foresight activities in the EIT ICT Labs
Activity Initiator role Strategist role Opponent role Scope 3. 1 Action lines (&) & Closed network 3. 2 Experience and living labs & (&) Open
Fig. 4. Visualization of the EIT ICT Labs concerning openness and networks for futures research activities.
The EIT ICT Labs are a network as such. Networked foresight is driven endogenously in selected fields with dedicated funds.
Furthermore, when considering the secondary goals of the various activities it becomes apparent that the opponent role is of great importance within the EIT ICT Labs as well.
Futures research in the EIT ICT Labs can be characterized as thematically driven networked foresight conducted by equal partners. 5. 4. 2. Networked foresight linked to open innovation
and EIT ICT Labs cases the results are used for updating 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,
EICT and the EIT ICT Labs implicate that networked foresight is indeed in use. The application of the Cyclic Innovation Model shows that the envisioned and practiced openness of the three networks differs substantially.
the opposition role of foresight is strengthened in the large network of the EIT ICT Labs. This appears to be explicable with the inevitably added new perspectives and consolidation of unconnected information through the network.
Long-term foresight activities are conducted predominantly within the large network of the EIT ICT Labs. The same is true for foresight activities that are open to new participants.
Communication from Commission President Barroso (COM 2005), 2005.52 EIT ICT Labs, European Institute of Innovation and Technology:
Vision and Mission, EIT ICT Labs, 2012.53 EIT ICT Labs, Partners EIT ICT Labs, 2012.54 EIT ICT Labs, Nodes & Co-Location
Centres EIT ICT Labs, EIT ICT Labs, 2012.55 T. Heger, U. Bub, The EIT ICT labs towards a leading European Innovation Initiative, Information technology
54 (2012) 288 295.56 EIT ICT Labs, Innovation Radar, EIT ICT Labs, 2012.57 EIT ICT Labs, Best-Practice Benchmarking, EIT ICT
Labs, 2012.58 N. Thom, Foresight in innovation networks: the EIT innovation radar example, in: ISPIM Innovation Symposium, Wellington, 2011.59 R. Rohrbeck, L. H. Pirelli, The European Institute of Innovation and Technology:
< Back - Next >
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011