with firms and other innovating actors operating in linked environments of institutions and other actors.
which are patterned by institutions that are nationalllyand sectorally-specific (including‘hard'institutions like law, but also‘soft'institutions like trust).
There are distinct differences in actors and relations-shaping institutiion between countries and sectors, and in the way they perform.
and the workings of institutions (Arnold 2004; Woolthuis et al. 2005. Indeed, expected system elements might be completely absent in some national settings particularly in less developed countries and/or weakly developed or dysfunctional in others.
Institutions: these constitute the rules of the game and codes of conduct that reduce uncertainty in the innovattio system.
Institutions are emergent, in that they are generated by the activities of actors and their interacttion with one another.
Distinction can be drawn between hard institutions (e g. formal written laws and regulations) and soft institutions (e g. social norms and values) that can enable or hinder innovation.
Generally speaking, institutions provide important levers for policy to shape actors'behaviours and interactions. This makes them an essential starting point in efforts to set in motion virtuous cycles of transformative change directed at grand challenges.
Extending the heuristic construct of systems of innovation some authors (e g. Bergek et al. 2008) have recommended the functions of innovation system as an alternative point of analytical departure. 1 Such functional analysis,
The institutions that pattern actors'behaviours and interactions are also more variable and likely to operate in less than predictable ways as they span traditional boundaries.
Changes in soft institutions are likely to be particularly critical in determining progress in finding viable paths towards tackling grand challenges and any consequent change in paradigms that these may entail.
Other changes required in soft institutions concern the motivations and focus of business actors in engaging with innovation,
Community actors, institutions and multilevel governance in regional foresight exercises',Futures, 36:46 65. Hall, B. H. and Rosenberg, N. 2010) Handbook of the Economics of Innovation.
New types of organisations and institutions are needed, which are sufficiently agile to transform their policies
Limitations to in-house capacity exist in institutions at national and international level and are compounded by weak collaborative links between these entities in sharing information (anticipatory intelligence and early warning),
but could provide a fast-response capability which would be crucial in times of crisis. An advantage of FTA institutions is their visibility,
As an organisational model, networks are complementary to FTA institutions and programmes/projects, interconnecctin FTA knowledge hubs and providing smaller organissation with limited FTA capacity access to a wider
Institutions, networks and external services are regarded as the main organisational models for implementing FTA and constitute the second main dimension.
and international institutions working together to define common research agendas. Worldwide and regional (European) networks of the FTA units in international organisations, national and at least for some grand challenges regional (subnational) governments, business and nongovernmental organisations are providing an organisaationa solution to share policy perspectives
Institutions are confronted with greater complexity and uncertainty in their context. The fast pace of technological change and the complexity of its societal repercussions make the interpretation of contextual developments very difficult.
and the need for more proactive approaches to address pressing global challennges Institutions face greater complexity and difficulty in providing solutions on time,
and existing institutions have not yet been able to develop a fully systemic view of current
This period also saw the emergence of international research institutions, like the European Organisation for Nuclear Research (CERN) and the Consultative Group on International Agricultural Research (CGIAR), that were regulated by inter-governmental agreements.
companies or new hybrid institutions may start to impact on this role. Within any of these structures the way science is organised could be different,
of scientists guided by disciplinary agendas Public trust in science is low as it is viewed as a supporting institution to global capital Brain drain to leading scientific nations Rise of aggressive nationalism World marked by intense national rivalries
and South-South groupings flourish Science funding closely linked to specific national priorities High levels of societal engagement in science threaten some of its institutions,
and institutions working on different global challenges. They were made also openly available to the research communnit
organizations and institutions that are perceived as important in the development of the technology. There are basically three ways to build roadmaps.
In addition, diffusion of innovations often depends on changes in infrastructure, information systems, organizational practices and social institutions.
However, when subject to systemic lock ins the emergence of such markets often depends on the formation of associated institutions.
These institutions can be formal, such as regulations and standards, or informal, such as new inter-organizational partnerships.
research activities, infrastructuure and institutions. The composition of the research consortium may also help to support horizontal co-ordination,
Technologies, Institutions and Organisations. London: Pinter. EMIDA. 2009)‘ Description of Work, Grant Agreement for Co-ordination and Support Actions (Coordinating) EMIDA, Annex 1, approved 31 january 2008 and updated 28 october 2009 (FP7 Theme
The need for more effective and transparent governannc that allows institutions to anticipate future challennge
EU 2011 or the different definitions given during the presentations at the Innovation Convention, held 5 6 december 2011 in Brussels). Some institutions and companies have lists of megatrends and regard them as global challenges.
But although many institutions or organisations have their own lists, most of the institutions use the lists as a frame of reference
and do not integrate the items into their own work or (strategic) 234. K. Cuhls et al. goals.
This calls for a new deal among European institutions and Member States, in which European and national instruments are aligned well
All institutions that are part of this network are rather independent in this definition. To give some examples:.
The formulation of this compromise was therefore rather conservative and similar to the grand challenges of other institutions (see also Section 1 of this paper.
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