Institution

Institution (248)
Public institutions (5)

Synopsis: Institution: Institution:

Models still need to be developed of how to establish AF as continuous learning activities within public and private institutions.

14) where policy-makers interact with RTD stakeholders in learning processes and build new coalitions and institutions based on the use of distributed strategic intelligence 15.

which also allows an identification of the institutions most active in the field. Here, we have a certain focus on those exercises conducted in the field of information and communication technology1 as well as on standards

Labour Market Institutions, Product Market Regulation, and Innovation: Cross country Evidence, ECO/WKP (2002) 2, OECD (ed.),Paris. 29 U. Blum, A. Töpfer, G. Eickhoff,

Studies in economic history, organizational dynamics and institution theory have given also rise to the notion of paths.

institutions and artifacts. As these entanglements become tighter, options are reduced, facilitating certain paths whilst inhibiting others'.

the workshop participants recognized the difficulty of researchers in public institutions getting credit in developing integrated platforms.

While more knowledgeable and informed publics may not lead inexorably to greater trust in institutions they may facilitate public engagement,

and institutions and communication between them) Governance and policy-making culture (including levels of commitment) Sociocultural factors in relation to public participation and the perceived utility and eventual impacts of foresight exercises The nature of innovation processes and the‘innovation system'in

Another perspective, coming from public administration 27, notes that low dependencies and common goal-setting are two major factors facilitating the networking of public administration institutions.

when the dependencies among institutions are high. However, it can work in cases of diminishing rivalry or the pursuit of a common vision.

because these refer to people or institutions alone, and also from actor-networks, which put both animate and inanimate‘actors'in the same category.

and 12 Socio-technical constituencies are defined as dynamic ensembles of technical and social constituents machines, instruments, institutions,

dependencies among institutions and goal alignment is important. As regards governance, the degree to which government and regulatory contexts promote networking is another success factor.

and Institutions 16 (4)( 2003) 503 526.21 G. F. Thompson, Between Hierarchies and Markets: the logic and limits of Network Forms of Organisation, Oxford university Press, Oxford, 2003.22 S. Wasserman, K. Faust, Social networks Analysis:

Technologies, Institutions and Organizations, Pinter, London, 1997.12 J. Fagerberg, D c. Mowery, R. R. Nelson (Eds.

Basic science and Technological innovation, Brookings Institution Press, Washington, D c.,1997 26 E. von Hippel, The Sources of Innovation, Oxford UP, Oxford, 1988.27 M. Akrich, R. Miller

When preparing ourselves, our institutions and our networks for this phenomenon, our inquisitive intellects and our social networks are both asking some important questions:

In their paradigm a systemic one foresight is a critical way for institutions to examine

For instance, the nodes used in this study ranged from specific technologies, to people (Jesse James Garrett), to institutions (W3c.

Specification, British Standards Institution, London, UK, 1999.18 International organization for Standardization (ISO), Safety aspects guidelines for their inclusion in standards, ISO/IEC Guide, vol. 51

A Framework for Learning in Organizations, Institutions and Culture, Routledge, London, 1995.41 M. H. Boisot, Knowledge Asset:

The second part depicts the respondent groups'assessments of Finnish research activities, the prevailing state of technology development and various societal institutions,

. Views concerning scientific-and-technical institutions and organizations 4. 3. 3. Views regarding the roles of knowledge and technology in Finnish society

Other institutions like the Technical University of Berlin, the Institute for Nanotechnology (INT) of the Research centre Karlsruhe, the RWTH Aachen, the Austrian Research centres Gmbh (ARC), Systems Research Division Dept

including partners from very different institutions, maybe even ministries. They have to be differentiated from a more specific definition of research alliances and innovation alliances like those

two institutions are performing the methodological part of the process that are regarded as neutral in having no direct thematic stakes in the process (although indirectly,

In the longer run, it can trigger cultural change in the way institutions and organisations approach their long-term future

and Wild Cards in Global Politics, Brookings Institution Press, WASHINGTON DC, 2007.38 T. Ling, Decision making in the public sector, in:

in various countries and for European union Institutions. She is a member of the Global Agenda Council on Strategic foresight of the World Economic Forum. 1207 A. Volkery, T. Ribeiro/Technological forecasting & Social Change 76 (2009) 1198 1207

so that the study process is credible in the‘political'world of the sponsoring agency or institution.

Changes within society and nature are happening at a much higher speed than current institutions

Most European countrrie have research councils, research programmes or similar institutions, but their structure varies significantly (EU DG Research 2005).

The programme managers and the institutions involved in the core group subscribed to and felt committed to the common strategies developed,

and current challenges faced by these institutions. First, foresight exercises that take national policies into account as a boundary condition are easier to implement than those challenging national policies.

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;

The Centre is to be set up in cooperation between three US institutions, three Luxembourg public research centres,

Historically, institutions whether ministries, fundiin agencies, or research performers have tended to keep priority setting‘in-house'.

However, many institutions feel uncomfortable to be bound by the results and recommendattion of such open exercises and therefore tend to position them as stand-alone and semidetaache from normal decision-making processes.

as institutions are free to ignore priorities and recommendations, and in some instances, may not even have much sense of ownership of an exercise's findings.

In other words, while on the one hand these four themes mirrored major concerns of the city in relation to research and innovation, they also mirrored the main competencies and institutions by

technologies, institutions and organizations. London: Pinter. Eriksson, E. A, . and M. Weber. 2008. Adaptive foresight: navigating the complex landscape of policy strategies.

transnational and organisational issues. 2 Public sector institutions within health services, energy, transport or local government, acknowledge the increasing demand for democratic dialogue about the future with affected parties and interest groups.

and to be followed by social institutions. Beck, Bonss, and Lau (2003,2) refer to‘reflexive social institutions'as central agents charged with the responsibility to make‘reasonable decisions about the future...

in a world that is, in some respects, literally boundless'.'Foresight is thus a coordinated response to uncertainty and risk.

'Foresight is thus an expression of the constant self-monitoring of social institutions, their ability to address present

Giddens (1991,29) argues that our present knowledge about social institutions and relations between social actors relates to existing structures

community actors, institutions and multilevel governance in regional foresight exercises. Futures 3: 45 65. Giddens, A. 1991.

technologies, institutions and organizations. London: Pinter. Eriksson, E. A. and K. M. Weber. 2008. Adaptive foresight:

in other words, the building of new institutions that are able to govern these innovations effectively 19.

are concerned here research funding agencies and also core funding agencies (or institutions) to universities and PROS. -the arena of research performance is the function of the production of research

This strategic steering of research is performed also through other transnational (non EU) policy frameworks of research policy integration, namely the intergovernmental institutions, such as CERN and ESA.

and programming calls at the European level encompass also the work carried out by the new European research Council (ERC) and by intermediary coordinating institutions like ERA NETS, European Technology platforms (ETPS) and Joint Technology initiatives (JTIS)

The performance of research refers to the coordination of activities of all public research institutions (research organisations

1) EU institutions have had a prominent legal role by delaying the introduction of GM crop in Europe.

‘‘Plants for the Future'',the above-mentioned European Technology platform is an example of coordinating institution for this collaboration.

doc, word, person or institution levels. Growth network dimension Growth pattern relative position of clusters within the network Complementarities-relations within the network Cognitive Technical Institutional Journals network Number of journals Citations

institutions versus policies, Science and Public policy 34 (5)( 2007) 303 316. A. Schoen et al.//Futures 43 (2011) 232 242 241 43 S. Kuhlmann, ERA-Dynamics Project Strategic Report 2006 2007:

Knowledge dynamics, Institutions, and Policy in Europe, PRIME Network of Excellence, 2008.44 A. Schoen, P. van den Besselaar, L. Henriquez, P. Lare'do, D. Pardo, Search Regimes:

The reviews cited above also showed that it was rare for individual institutions to have meaningful foresight activities.

failures of key institutions to form linkages or to undertake coordinated action, and a disconnection between the development and application of new technologies and the societal and business issues which are wanted by the public and their political representatives.

because the innovation system is constituted by numerous social practices, networks, institutions, and stakeholders. The latter, for instance, extend well beyond the‘‘usual suspects''of R&d-performing firms and public bodies,

A Framework for Learning in Organizations, Institutions and Culture, Routledge, London, 1995.18 M. H. Boisot, Knowledge Asset:

institutions and associations to enhance public policy within a new framework, which emphasises the interactive and interdependent nature of the new regulatory environment.

and how to achieve its objectives. 3. Accountability of governmental institutions and private sector, and civil society organisations to the public or those who will be affected by decisions taken and consequent actions,

and their implementation 5. Responsiveness which means that institutions and processes try to serve all stakeholders within a reasonable timeframe. 6. Effectiveness and efficiency

and institutions produce results that meet the needs of society while making best use of the resources at their disposal through the sustainable use of natural resources

and civil society at large, in the new institutions and procedures look like? At the same time, which FTA METHODS and processes could contribute to enlarge societal participation in development strategies (at local, regional, national and international levels?

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

enlargement and institution building Europe orients to the East‘‘Fraglargement''Fortress Europe Life styles: erosion of traditional family Return of family Spiritual revolution Technology:

and been so far beyond the control of existing institutions that no amount of rational FTA PROCESSES

and it is geared to satisfy the real estate demands of citizens, business and institutions. The value chain is kept under surveillance by a continuous feedback process.

Finally, foresight requires certain policies that may be difficult to implement in emerging territorial institutions with little real power.

the continuous internationalisation of VOL. 14 NO. 4 2012 jforesight jpage 339 rules and institutions or its stagnation or reverse;

or the continuous expansion of the predominant role of private governance mechanisms or the reinstatement of state-connected institutions and legal regimes.

continued growth of international law and international legal institutions; the rules and institutions have a predominantly public nature. 2. The Legal Borders scenario:

the process of expansion of international rules and institutions reverses and legal borders thickens; dominated by state-made law borders;

regional organizations emerge as a key part of developing legal borders. 3. The Legal Internet Scenario:

growth of international rules and institutions, which go hand in hand with a growing dominance of public-private or even private governance mechanisms.

where a myriad of different actors and institutions try to orient specific laws according to their own different (and sometimes opposite) motivations, objectives and goals.

and will try to stabilise, naturalise their roles, institutions jostle for positions, where sectors or fields fight for resources

and the institutions they are representing. To mention only a few:!Identify and assess research opportunities, needs and barriers;!

Community actors, institutions and multilevel governance in regional foresight exercises. Paper prepared for the STRATA ETAN Expert Group action on Mobilising the Regional foresight Potential for an Enlarged European union.

Early formulation of the TDS with pointers towards key institutions can help illuminate needs for special expertise.

Based on the SCI data set, we identified the top 11 research publishing institutions (Table 1)

several institutions have over 3000 citations: the Chinese Academy of Sciences (CAS), the National Institute of Advanced Industrial Science & Technology (AIST Japan), Uppsala University (Sweden),

Table 1 partitions publication and citation shares of these 11 top institutions for (1) the period extending through 2008 and (2) that since then (2009 2011, with 2011 incomplete.

The swiss Federal Institute of technology is certainly the dominant single institution researching DSSCS. 4 Especially in recent years,

and institutions) currently pursue which priorities. This, in turn, should help array strong candidate innovation pathways.

and cross-cultural cooperative management 11-C Service management, management in the education and research field, environment business management, governmental institution management 11-D Framework for facilitation

The key challenge is that research policy makers are not a homogeneous group, even within a single institution,

Furthermore, the existing organizational structure in a research policy making institution (such as a government department) reflects earlier priorities

B science-based stakeholder dialogues initiated by scientific institutions with the aim of increasing knowledge

and guidelines that are set at higher levels of the government institutions they work in. If those priorities change either in the light of foresight results

since government institutions need to be careful about raising expectations that may remain unfulfilled. On a positive note

Finally, beyond the Federal Ministry of Education and Research, other governmental institutions might need to be involved, for example other federal ministries, state governments and district and city councils.

They trigger and facilitate opinion-forming processes within political institutions and involve other relevant stakeholders in a wide-ranging dialogue to deal with societal challenges.

It calls on European institutions and Member States to focus European research on the major challenges facing our world.

This calls for a new deal among European institutions and Member States, in which European and national instruments are aligned well and co-operation builds transparency and trust.

and institutions being creative, innovating and trading internationally but is challenged increasingly by the pace of technological change,

For example, The Inspec Database, produced by the Institution of Engineering and Technology (IET), contains records from the world's technical

Institutions and the Person: Papers in Memory of Everett C. Hughes, Aldine, Chicago, 1968.66 L. Georghiou, J. C. Harper, Rising to the challenges Reflections on Future-oriented technology analysis, Technol.

including institutions. The various fields covered by the umbrella term FTA have at their disposal a wide variety of methods, techniques, and approaches.

and institutions that develop, diffuse and use innovations 38. Hence, innovation leads to change only to the extent that agents are successful in taking advantage of the opportunities,

Integrating Insights, Transforming Institutions and Shaping Innovation systems, Seville, 12 13,may 2011, 2011.11 A. Webster, Technologies in transition, policies in transition:

Technologies, Institutions and Organizations, Pinter publishers, London, 1997.39 B. Carlsson, R. Stankiewicz, On the nature, function,

Firms, Clusters and Institutions in a Changing Setting, Elgar, Cheltenham, 2010, pp. 19 32.6 F. Steward, Breaking the boundaries, Transformative Innovation for the Global Good, NESTA, 2008.7

New institutions methods and combinations of methods are noted. Dealing with disruptive transformations is seen as the key forward challenge for the practice of FTA. 2012 Elsevier Inc. All rights reserved.

The corresponding institutions responsible for technology and innovation policy are normally on a smaller scale and tend to conflate the two labels.

but a counter hypothesis would suggest that deeply embedded institutions are equipped better to fight for survival (one thinks of the persistence of at best partially-reformed institutions from the Soviet-dominated era in some post-transition countries).

Similar reactions have followed epidemics (the institution of government horizon scanning in the UK was at least in part a reaction to the BSE epidemic.

This is encapsulated in a move from discrete programmes to embedded units or continuous scanning institutions.

and institutions (e g. administrative system and political system) that are involved in the performance of a foresight process and implementation of the results.

which institutions and organisations are built, and he discusses the implication of each dimension for management and planning.

The concept of‘rulers'or powers include different types of authorities and their institutions, such as not only government but also influential stakeholder groupings and experts.

which the less powerful members of organisations and institutions accept and expect that power is distributed unequally Uncertainty avoidance Tolerance for uncertainty

‘‘have institutions in both spheres that reflect higher levels of non-market coordination''24. Examples of LME are Britain, Ireland, Australia, New zealand, Canada and the USA.

and public institutions have substantial freedom to hire and fire not only unskilled but also highly skilled staff.

often shift employment from one company to another or from a public institution to a private firm.

and knowledge transfer between public and private institutions and companies in Denmark support the initiation of participatory consensus approaches 2. 4. National styles in foresight and foresight methods In a recent paper,

L. B. Rasmussen/Futures 59 (2014) 5 17 12 as the capability of Danish research institutions to meet these needs.

and dialogue processes with ministries, institutions and non-governmental organisations, for example. Every four years, such a process should result in a catalogue of important themes for strategic research.

a noncompetitive part (such as direct appropriations to universities and institutions) and a competitive part (such as funds distributed by research councils

which institutions and organisations are built and for management and planning. The two dimensions are power distance and uncertainty avoidance.

which considers the views and actions of involved individuals and their institutions, as well as resources which should be developed and mobilised.

which involve learning by individuals, by organisations and by institutions. Moreover, the authors'claim that a collective vision should be shaped by building upon individual views

regional and national systems as well as within international sectoral networks and institutions. The establishment of strong connections with existing formal and informal networks, 3 particularly those contacts cultivated over the years 18,

Community actors, institutions and multilevel governance in regional foresight exercises, Futures 36 (2004) 45 65.10 C. Cagnin, M. Keenan, R. Johnston, F. Scapolo, R

nor the shaping of a shared vision to be developed. 3. 2. An example from the higher education sector 3. 2. 1. Rationale The second case focused on a higher education institution that was pursuing a management model focused on efficiency standards for sustainability and continuity in the long run.

In this context, the proposed system was implemented to support a rethinking of the institution, its values and its development into a desired future,

if the social responsibility indicators used by a higher education institution were aligned sufficiently to its strategic objectives.

The opening up of the organisation's strategic objectives into indicators, targets and initiatives or actions that reflect the true intentions of the institution enabled an overall reassessment of the institution's strategy (phase 1). Moreover, through a systematic consultation of key stakeholders

The institution has a number of social projects in place. However these projects stay in a standby mode in the period of compulsory holidays,

Through the Management of Strategic Initiatives (step 5 phase 3) the institution was able to properly map the university processes

The involvement of community leadership reflected a change in the operationalisation of the institution's strategy

it was possible to see that the institution was not able to shape a process to build a shared understanding of stakeholders'views as well as of risks, opportunities, system capabilities and dynamic changes.

community actors, institutions and multilevel governance in regional foresight exercises, in: Paper Prepared for the STRATA ETAN Expert Group action on Mobilising the Regional foresight Potential for an Enlarged European union, 2002.44 C. Shelton, Quantum leaps, Butterworth-Heinemann, Boston, Massachusetts, 1997.45 C. Cagnin,

towards an agenda, R&d Management 36 (2006) 223 228.10 C. Edquist, Systems of Innovation Technologies, Institutions and Organizations, Routledge, Oxon, 1997.11 D. Rigby, C

and institutions that are influenced certainly by the future-oriented project work and the material provided by the scans.

and service (foundations, associations) Public or subsidised arts, media and heritage institutions (museums, theatres, public broadcasting) Public administration and funding Cultural education and training (art

infrastruccture practices of content production and distribuution practices of content users, interaction, interfaces and institutions.

In the second phase, we examined the institutions viewed as having the best foresight practices and we conducted detailed phone

The interviews were designed also to elicit the institutions'perception of what constitutes foresight success. Organizations

In the next phase, nine foresight institutions identiffie during the first study were contacted, direct contact was established then

and performing institutions Precise definition of political goals Perceived fairness of the process Orientation of the product

we examined the institutions viewed as having the best foresight practices and we conducted detailed phone

The interviews were designed also to elicit the institution's perception as to what constitutes foresight success. Foresight organizations

In the final phase, senior representative (s) from the nine foresight institutions identified during the first study were contacted by email and/or through direec telephone conversations to request additional information,

health centers International institutions Validation processes established Information collection and sharing system from the local diagnostic systems through to the international institutions Personal diagnostic devices, implantable or wearable biosennso-transmitter Sensing systems of adequate sensitivity Low cost, point of care amplification

systems Effective networks to collect, manage and analyse data National laboratory hierarchy accepted Acceptance of information collection processes Privacy concerns addressed Use of point of care

or a public research institution) in such a cooperaation the private partner being an enterprise that agrees to contribute to this project at its own expeens by at least the amount of funds offered by the CTI (private contribution of at least 50%;

policy-making institutions face growing challennge when seeking to address emerging issues in a timely manner.

and strategic evaluation studies, mobilizing more than 2000 experts per annum from an average of 300 institutions.

It currently occupies a central position in the funding of the Brazilian ST&I institutions and organizations.

Secondly, missionaan excellence-driven research dominates over institution-and capacity-building and diffusion objectives. Thirdly, the process of setting research priorities is characterized by a combination of central goal articulation top-down decision-making and decentralization

blending the traditional focus on large-scale missions with a pluralist funding of individual projects and scientific institutions,

and thus presuppose relatively well-developed and mature S&t institutions, basic capacities and governance mechanisms.

institution-and capacity-building and governance refer to efforts aimed at creating basic foundations for research and innovation.

in funding research and in establishing research institutions (for an overview of key institutions and actors see also Kroll et al.

all programs will ultimattel strengthen capacities and institutions. However, we argue that in the short-and medium-term,

'and‘institution-and capacity-building'do not reflect a value judgment in the sense that these two categories might be inferior to the other two categories,‘excellence'and‘mission'.

as opposed to diffusion and building institutions and capacity. Secondly, there appears to be an overlap of programs with similar goals,

It is a public institution directly under the State Council and its financial resources come mainly from allocations by the Central Government,

2011), further accentuating the bias against diffusion in the S&t programs. 3. 5 Institution-and capacity-building Several programs aim at building and strengthening China's emerging institutions and capacities.

Other programs with institution-and capacity-building features are the S&t Basic Program and the Special Technology development Project for Research institutions.

is to strengthen China's higher education system by funding around 40 universities out of a total of around 2, 000 regular institutions of higher education in China (Marginson 2006).

Overall, institution-and capacity-building have received much less attention and focus than mission or excellence as priorities

institutions and goals that can be derived from the broader goals and which reflects a much broader constituenncy often at the behest of central government support of basic research (Mega-science Projects,

as the reforms of governance continue to stress the need for articulation of actors'interests, building new constituencies among academics, academic institutions and industry to tap into their interests,

we still find a strong emphasis on grandiose projects, less on the processes and the governance of S&t and reforms of S&t institutions.

Hoover Institution Press..(1989)‘ Conclusion: Science, technology and China's politiica future: a framework for analysis'.In:

and agricultural biotechnology innovation systems we find that even within the same nation different NSTISS reveal different dynamics, in terms of actors and networks, the application of technology and knowledge and institutions.

Since national institutions, as generally acknowledged by the literature about innovattio systems, play an essential role in shaping and fosteriin the development of an innovation system,

in this paper we will pay special attention to the role of national institutions in the development of new innovation systems.

which are special forms of national institutions and particularly serve the national technological and industrial concerns,

center our discussiio on the national institutions. The Taiwanese biotechnology industry and the two sectors which adopt biotechnology

but were shaped extensively by different national institutions. The pharmaceuttica sector, which was composed mainly of local enterpriises that were small-and medium-sized enterprises (SMES), only adopted biotechnology after the 1980s.

as well as their analysis of the role of national institutions in the development of an innovaatio system.

and differences across countries the approach illustrates how the institutions and mechanisms of a nation support technological and industrial innovattio within its borders (Nelson and Rosenberg 1993;

and the actors'networks are shaped by institutions, such as national institutions. Indeed, actors and networks, knowledge and technology,

and institutions are the three blocks of a sectoral innovation system. National institutioons from the perspective of Malerba (2002), should match the sectoral innovation system within the national borders.

The technological innovation system is defined in the sense of a knowledge field which has developed globally. As speculated by Carlsson et al.

Jacobsson and Bergek (1998) concluded that national institutions, especiaall government policies, do influence the performance of a nation's technological innovation system.

technology and knowledge, and institutions. However, because a different system approach uses different criteria to draw the boundary of an innovation system,

The interactions and networks between the actors are shaped by national institutions. The national government plays an essential role in establishing national institutions.

To sum up, an NSTIS, as the three innovation systems, is composed of actors and networks, technology and knowledge,

and institutions. The components of the system are shaped by national institutions. We choose the Taiwanese biotechnology

and two biotechnology-related sectors as an empirical case because that case is discussed seldom in the existing literatuure Modern biotechnology,

such as government documents and the historical records of the institutions embedded in the innovation systems, we will discover how the technological innovattio system for biotechnology gradually emerged with the Taiwanese national innovation system,

Yet there was no pharmaceutical college in the university and no other academic institution to train pharmaceutical experts.

But until the late 1990s, there was no institution which could transfer pharmaceutical biotechnology from the universities to pharmaceutical companies. 3. 1. 3 National institutions:

Pharmaceutical and biotechnology policies. The Taiwanese government did not strategically promote a‘set of consistent policies'to foster the development of pharmaceutical biotechnologgy Instead,

The institutions for the innovation of seeds were originally set up by the Japanese government and further developed by the government of the ROC after 1945.

The innovattio institutions regarded the farmers as mere producers who only had limited only knowledge about cultivation.

) The institutions for seed innovation remained almost the same until 2000. However, the introduction of modern biotechnology in the 1980s extensively changed the knowledge

Only in the 1990s did some local SMES start to transfer the modern biotechnoloog of genetic modification from academic institutions and developed GMOS, especially non-edible GMOS.

Until the 1970s, the agricultural college of National Taiwan University was the most important academic institution carrying out fundamental agricultural research,

became another important academic institution for agricultural research (Lin 1995: 3; Su 2004: 18). ) A group of Taiwanese scientists trained in US universities introduced modern molecular biotechnology to Taiwanese universities in the 1980s.

) Indeed, until the 1990s, the modern biotechnology innovated by the universities was transferred only occasionally to particular agricultural companies, such as Taikong. 3. 2. 3 National institutions:

Thirdly, the national institutions which shape various NSTISS may differ and may each have a characteristic path of co-evolution with the NSTIS.

In the case of Taiwan there is no‘set of national institutions'directed towards the overall national innovation system.

In summary, the development of the NSTIS is shaped deeply by national institutions such as national RTDI policies.

The national institutions directed towards different NSTISS may differ and co-evolve with different NSTISS over time.

Moreover, since the national institutions of different NSTISS may have different origins, the new RTDI policies should take account of the different historical backgrounds of different policies.

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