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The starting point and ideas behind the organisation of the Seminar were to learn and consolidate from the recent rejuvenation and growth in future-oriented technology analyses (FTA).
failing to use available techniques to encourage culture change in stakeholder organisations and creating a much greater digital divide by over-restriction of access to available information. 5. What's the use?
or the project leader of the Swedish national technology foresight (a consortium consisting of several governmental, industry and labour organisations),
and guided by Organisational and institutional structures, e g. with regard to the internal organisation of the addressee or relevant market and regulatory conditions;
going from collective work to working with the individual client organisation is a key aspect of AF.
Therefore it suffices to say that this is the counterpart at the individual client organisation level of Phases 4 6. 3. 2. 10.
identification of individual strategies (portfolio analysis) In analogy to Phase 8, this is the counterpart at the individual client organisation level of Phase 7. 3. 2. 11.
we examine issues in the organization of foresight activities within European coordination tools such as Integrated Projects, Networks of Excellence, ERA NETS, European Technology platforms and Technology initiatives
what kinds of organizations and activities they can fund (e g.,, availability of funding to foreign researchers.
thus, for instance, the participants in the Woodwisdom-Net consultation process were segmented in view of their expertise and background organizations.
Researchers consisted of leading researchers at universities, research institutes or industrial research organizations on wood material science and related sciences.
the participating funding organization were asked to give a preliminary estimate about how much funding they might be willing to allocate to the sub-area in the forthcoming research program.
The organization of international consultation processes entails major challenges, too. From the administrative perspective, the geographical distances between participants from many countries make it impossible to organize participatory workshops for them all:
even if the standardisation processes are moderated only by the formal standardisation development organisations (SDOS) and not funded
or performed by public organisations. The convergence between governmental regulation and private standardisation justifies, and indeed requires, the inclusion of standards in our analysis. 497 K. Blind/Technological forecasting & Social Change 75 (2008) 496 516 Regarding the impact assessment of standards,
or re-regulations, including formal standards released by standards development organisations not only in existing, but also emerging technologies, sectors or markets in order to shape pro-actively innovation-promoting regulatory framework conditions,
which reflects 1 This focus is caused also by the fact that we rely on results of the project NO-REST(=Networking Organisations Research into Standards and Standardisation),
These indicators allow the creation of comparisons between scientific and technological fields, between countries, organisations, and over time.
including standardisation organisations. Blind 25 shows, based on international and inter-sectoral cross-section data, that the output of formal standardisation bodies can be explained significantly by the patent applications as a reliable indicator for the dynamics in the respective technologies.
Definition/construction of target population in terms of type of organisation, sectors, size classes, and regions Collection of survey and preparation of data set;
Definition of goal variables of the organisation depending on the possible requirements for regulations and standards;
and measurement and testing standards are especially relevant for the organisations focusing on basic research, whereas quality,
If surveys address the universe of organisations, e g. firms, and lead to representative results, the data can be combined with indicator-based approaches representing the universe in science and technology.
Fig. 4. Shares of involvement in producing different types of standards differentiated by type of organisation. 507 K. Blind/Technological forecasting
& Social Change 75 (2008) 496 516 General assessment of the scope and limits of methodology In contrast to other strategic aspects of organisations, assessing the future needs for standards
and standardisation within formal standards development organisations for the implementation of these visions. Table 2 presents the assessment of the 21 telecommunication-related technologies expected to diffuse mostly within the next ten years.
and the organisation Detect insights of specific needs for future regulation High cost and time-consuming Qualitative Assessment of future relevance of regulation,
) and future time horizon 513 K. Blind/Technological forecasting & Social Change 75 (2008) 496 516 representatives of public organisations and regulatory bodies,
but also members of public organisations, e g. regulatory bodies, have to be addressed. This much more complex community of experts is also a challenge for designing the Delphi survey questionnaire.
, Elgar, Cheltenham, 1998.25 K. Blind, Driving forces for standardization in standards development organizations, Appl. Econ. 34 (16)( 2002) 1985 1998.26 R. Bekkers, G. Duysters, B. Verspagen, Intellectual property rights, strategic technology agreements and market structure the case of GSM
a business approach to the role of national standardization organizations, Kluwer Academic Publ. Boston, 1999.34 DIN:
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.
organization studies; the S&t policy literature; and bibliometrics, scientometrics, and patent analysis. For the conceptual developmeen of MPM, our self-set task was to integrate insights from roadmapping, dynamics of Emerging s&t and expectations,
This generic term denotes a toolbox specifically addressing the needs of organizations and networks of organizations with respect to strategic intelligence, possibilities for alignment,
how organizations talk about the future, J. Prod. Innov. Manag. 18 (2001) 39 50.10 R. N. Kostoff, E. Geisler, Strategic management and Implementation of Textual Data mining in Government Organizations, Technol.
Anal. Strateg. Manag. 11 (4)( 1999) 493 525.11 R. N. Kostoff, R. R. Schaller, Science and Technology roadmaps, IEEE Trans.
which in turn call for new organisation forms and working environments. These factors seem to be interlinked with each other in a cycle reinforcing their development.
and networking between organisations (universities, research institutes, firms and service-providers), which is held generally to improve the prospects for successful innovation.
with‘hidden'or often overlooked benefits relating to learning at the level of individuals, organisations and communities.
The involvement of industrial organisations as sponsors was perceived by ministry people as an indication that the exercise was no more than a lobbying device.
the evaluators noted the Swedish tradition of expecting people always to represent the organisations to
The factors facilitating networking are (a) enhancing organisation position and reputation;(b) trust;(c) opportunities from ICTS;(
Furthermore, since organisations are isolated not from the environment in which they exist, the cultural context also plays a determining role.
network forms of organisation, Research in Organisational Behavior, vol. 12,1990, pp. 295 336.20 L. Blatter, Beyond hierarchies and networks:
the logic and limits of Network Forms of Organisation, Oxford university Press, Oxford, 2003.22 S. Wasserman, K. Faust, Social networks Analysis:
Methods and Applications, Cambridge university Press, United kingdom, 1994.23 O. E. Williamson, The economics of organisation: the transaction cost approach, American Journal of Sociology 87 (3)( 1981) 548 575.556 E. Amanatidou, K. Guy/Technological forecasting & Social Change 75 (2008
if universities are still largely‘medieval organisations'1 or have undergone a series of major changes in the last 700 800 years,
funding and governance models of their higher education organisations, as well as their efficiency (whatever metrics is used). When a particular or an‘abstract'university is taken as a unit of analysis,
as it is composed of all other EU, national and regional policies affecting RTDI processes and performance, the activities of firms, various types of R&d units and institutes, higher education organisations, financial intermediaries,
and service organisations, and most importantly the systemic features, i e. the interactions (competition, communication, networking, co-operation, etc.)
see e g. 18 20 the ones developed in this paper follow a different logic. 9 The term‘universities'is used as shorthand for all sorts of higher education organisations. 10 The first attempt to do so can be found in a previous
as well as to fund higher education organisations. 14 11 The role of inventors is not to be discussed here,
an increasing number of HE institutes are mainly or only teaching organisations, and overall we can see,
Tighter funding opportunities lead to increased competition among higher education and other public research organisations for restricted funds.
Besides conventional academic researchers, knowledge is produced by a wide variety of players, e g. think tanks, private research organisations, nonprofit organisations, government agencies, consultancy companies, market research organisations, patients'groups, various
These pieces of knowledge are used by some of these organisations themselves (government agencies, firms'labs), sold to other parties (contract research organisations,
c a clear separation between knowledge created by credible academic organisations and nonacademic ones, the former enjoying a higher status 28.5.
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
as well as government agencies and NGOS to establish new rules and organisations, if necessary to validate knowledge jointly,
Further, as nowadays 30 40%of the relevant age group attend higher education courses, an ever larger number of higher education organisations offer mainly or only teaching.
It can be extended to public research organisations, too, operated either in the EU or other Triad regions.
Technologies, Institutions and Organizations, Pinter, London, 1997.12 J. Fagerberg, D c. Mowery, R. R. Nelson (Eds.
Annele Eerola is a Senior Research scientist of the knowledge center‘Organisations, Networks and Innovation systems'at VTT Technical research Centre of Finland.
which innovative organizations can create an open and porous environment by which to participate in this anticipated new mode of innovation.
it is necessary for responsive organizations to restructure themselves to exploit this knowledge environment. The actual economic and institutional arrangements necessary to create flexible and distributed networks may have been captured in the regional development literature 13.
In the following paragraphs some ideas about the organization of technological knowledge is described; this knowledge is coupled with the institutional environment of distributed knowledge production.
creating software solutions to help innovative organizations develop new technologies within an open innovation environment. Knowledge is structured hierarchically.
conforming to theories about the organization of science and technology. Without a theory of the data the technology analyst cannot distinguish between meaningful structure and possibly accidental corruption of the knowledge base.
and infrastructural needs of organizations engaged in open innovation. Such organizations, not surprisingly, need access to these distributed databases of knowledge.
Unlike conventional, disciplinary researchers, these organizations do need not necessarily the database to gain access to individual pieces of information
(whether it this be press releases, patents, or research articles). Rather, the participating organizations use the database as a coordination mechanism,
enabling them to rapidly respond to the research and development efforts of their peers. Thus, they also require analytic support to gather, structure,
Rather, the paper argues that regardless of the particular institutional organizations of innovation which emerge,
The right most network shows organization at multiple scales: there are clusters, within clusters, within clusters.
-Pardo, R. Guimera, A a. Moreira, L a. N. Amaral, Extracting the hierarchical organization of complex systems, Proc.
infrastructure organizations are confronted with an increasing amount of future uncertainty 3 that calls for a fundamental reconsideration of the former success model, at least in three respects:(
Particularly in public organizations there is often a wide lack of capabilities for running strategic planning processes 2. Additionally,
/Technological forecasting & Social Change 76 (2009) 1150 1162 organizations have been optimizing to guarantee the provision of homogeneous and affordable services.
1) Exploratory context scenarios analyze a set of possible future framework conditions relevant for organizations, regions or communities.
and 700 organizations run 760 wastewater treatment plants. Therefore the responsible operating organizations are rather small to medium-sized;
they are focused on the operation of the technical system rather than on the management of the integrated sanitation system.
Four public wastewater treatment organizations are independently responsible for each small to lower medium-sized wastewater treatment plant with a capacity between 7000 and 25,000 inhabitant equivalents and a workforce of one
The plant operating organizations are associations of communities, while sewer networks are owned and operated independently by each community.
and a merger with the downstream organization was discussed. ii) The sanitation associations are small and thus lack employees to guarantee 24 hour availability.
and also a flood protection organization, took on the task of organizing a working group and exchanging perspectives about the sanitation system in the region. 4. 3. Constructing the trade-off landscape Based on this initiative,
Only two of the organizations were judged as operating efficiently. Very little cooperation existed among these organizations.
The sanitation system was constructed in a way to accommodate the needs of two heavy polluting industries. In addition to technical and organizational aspects, the core team surveyed the actors in the regional sanitation landscape to select participants for the stakeholder workshops.
representatives of wastewater treatment organizations, citizens and politicians of specific communities, industry representatives (especially heavy polluters and industry lobbyists), regional planners,
e g. degree of technical centralization, scope of services offered by the organization (s), and organizational structure.
/Technological forecasting & Social Change 76 (2009) 1150 1162 the prevailing technical structure and the autonomy of the existing organizations.
a transitory organization would be necessary to implement a stepwise decision process taking place over one or two decades.
and then paves the way for the establishment of a single organization. 4. 6. Summary of the case study In summary,
/Technological forecasting & Social Change 76 (2009) 1150 1162 The elaboration of a joint system representation by the different organizations in the Kiese catchment furthermore prepared the ground for intensified collaboration and shared visions.
The first issue is reflected in the new VTT organisation and its multidisciplinary technology foresight team, consisting of researchers with experience on foresight, technology assessment and risk assessment studies,
or organisation understood as an ecosystem under continuous change. Instead of components, resilience engineering emphasises the meaning of practices, events and actions in the process 27.
because there is an intrinsic safety potential in the process performed by the equipments, personnel and organisation.
Organisations have to consider alternative developments of influence factors gain network thinking and action. They need to focus on strategic thinking
A Framework for Learning in Organizations, Institutions and Culture, Routledge, London, 1995.41 M. H. Boisot, Knowledge Asset:
Dr. Annele Eerola is Senior Research scientist and Deputy Technology manager of the knowledge centre‘Organisations, Networks and Innovation systems'at VTT.
Educating people in an organization as to the potentials for the organization can increase the likelihood that better decisions are made
UN organizations, corporations, universities, and nonprofit organizations. He has written over 100 articles and authored, co-authored,
or edited 12 books on the future. He can be contacted at jglenn@igc. org. Ana Jakil is interning with Millennium Project for the American Council for the United nations University.
The member group of TEK consists of the organisation's elected union representatives, the council members of the board of trustees,
a professional and labour market organization with about 70,000 members, the possible impacts of results of barometer on government policy-making are rather indirect than direct ones.
International comparative exercises, carried out such organizations as WEF, IMD or European commission, are valuable for decision-makers in innovation policy,
Currently, the organizations responsible for these kinds of activities, e g. WEF and IMD, are research institutes or university units.
Views concerning scientific-and-technical institutions and organizations 4. 3. 3. Views regarding the roles of knowledge and technology in Finnish society
He, as well as his background organization is maintaining a sustained effort in developing new instruments for informed action for policy-makers.
/Technological forecasting & Social Change 76 (2009) 1187 1197 How are organisations or companies in other countries dealing with crosscutting issues and future topics with a time horizon of 10 to 15 years and beyond?
Organisation of scientific communities Establishment of research alliances Research programmes and initiatives Innovation policy instruments Ideation A round-table discussion enhanced this discussion
Therefore, organisations often struggle to come up with adequate and timely responses. At the same time, it is exactly the capability to combine diverse elements in new ways to respond to change which characterises the quality of innovation systems within a learning economy.
help discover policy options demonstrably robust to long-term uncertainties and surface some of the blind-spots of an organisations'policy,
and organisations approach their long-term future and make them more adaptive to external changes 11, 12.
BLOSSOM is an acronym for Bridging LONG-TERM Scenario and Strategy analysis Organisation and Methods, where organisation refers to the relevance of the organisational
and institutional context and methods refer to the need of developing methods to better align long-term scenario
which capacities need organisations in the public sector develop? These questions guided our review of the available literature 2
and some referring to observations of decision processes within organisations 19 21. Some studies provide detailed comparisons of several scenario exercises
A particular type of work is ethnographic studies examining how scenarios are used within organisations 26.
However only a handful of studies report empirical results on the central issue how scenario use correlates with an organisation's performance 28.
Methods that work well in developing scenarios for small groups, well known to the scenario developers, may not work well in developing scenarios that can be used by large organisations or in broad political debates 37.
adapt structures and decisions to new insights and trigger more long-term changes in the organisations'overall awareness for constant anticipation, learning and adaptation 12,43.
Numerous case studies suggest that scenarios can improve the performance of organisations, but few studies have tested these claims.
But there is little evidence to connect these insights to resulting performance of the participating organisations.
Exploring the relationship between scenario planning and perceptions of learning organization characteristics, Futures 38 (7)( 2006) 767 777.21 Y. Garb, S. Pulver, S. Vandeveer, Scenarios in society
How Robust Organisations Achieve Extraordinary Results, Mcgraw-hill, New york, 2005.31 O. da Costa, et al. The Impact of foresight on Policy-making:
Academic social research Trade unions Issue groups including the Friends of the Earth, Greenpeace, the Intermediate Technology development Group and other similar organisations Grass roots organisations Minority groups, such as women
's organisations, ethnic minority groups, the disabled and many others Financial institutions of all kinds Consumer organisations and consumers Regional development Agencies and Local government Elected representatives from all levels The art world including language, music,
theatre and film makers The media including broadcasting (radio and television) and the press in all its forms Industry organisations (e g.
CBI, Institute ofdirectors, Chambers of Commerce and their counterparts in countries other than theuk. The essence ought to be to make it possible for anyone who wishes to take part to do so
and has been used widely by SRIC-BI and many other organisations, and companies throughout the Europe and many other regions of the world in either its basic form (as described here) or in its later formats.
a simple truth but not easy to specify. 3. 2. 3. Organization for inclusivity Traditionally,
but the lack of regulation and eventual loss of the support of public organisations means limited access to the novel therapy.
By 2014 the proliferation of nano and its increasing complexity hits home when consumer organisations try to target concerns
and labour organisations based on some occupational health issues but have little effect. This is in part due to the governance arrangements being centred firmly on industry consortia Tension:
but is identified as a blunt instrument by labour organisations as it fails to cover certain substances in very small quantities Differing positions between enactors and comparative selectors:
whereas labour organizations are concerned that it isn't refined enough..A regulatory task force is set up by The british Government to identify possible regulatory gaps that could be filled Potential path shifting event:
taking a trigger from the labour organizations, UK government explores regulatory landscape. The report shows various gaps and issues (this was the case with the DEFRA report already.
Public outcry as consumer organisations identify major issues in a number of sectors which could hold potential risk with no protection for the consumer (the house of cards collapses) Window of opportunity for selectors:
The proliferation of nano and its increasing complexity hits home when consumer organisations try to target concerns, no inroads.
like how governance arrangements affect cowboy firms (and other organizations) versus good firms. This scenario worked well in terms of showing interactions
and new challenges faced by such organisations. Also that a more formal use of foresight elements could improve the legitimacy and impact of the strategic considerations of research councils and research programmes.
and organisations are able to cope with. Business as usual approaches are not capable of addressing these challenges.
We analysed the strategy processes of two organisations: the Danish technical research council and the Danish energy research programme. We analysed the mechanisms of the strategy processes
In other countries foresight exercises have been carried out on the national level by entities (private or public) other than research councils and related organisations.*
Decision-making in organisations is often a result of political negotiation between different interests or powers.
Whereas the Porter-inspired understanding of foresight focuses on the strategic environment, a contrasting understanding focuses on an organisation's internal resources,
The resource-based approach does not replace analyses of an organisation's strateggi environment, but supplements these by analysing internal competencies.
The argument is need that organisations to understand core competencies before analysing the environment and opportunities to exploit these competencies.
It is difficult to obtain comparable statistics for research council funding activities on the scale of the European union (EU) or countries of the Organisation for Economic cooperation and Development (OECD). In Denmark,
The government then merged the two organisations into Energinet. dk, a governmentally controlled entity that operates the main electricity
Decisions and organizations. Oxford: Basil Blackwell. March, J. G. 1994. A primer on decision making. How decisions happen.
'the organisation of dialogic spaces that are hijacked not solely'by special interests and setting the‘granularity'of emergent priorities at a level that makes them‘operationalisable'in informing research and development fundiin programmes.
but tended to render the conduct of the foresight exercise more difficult as a considerable number of participaant defended the interests of their various affiliated organisations.
or indirectly if the champion is a ministry or a funding organisation. Of course the foresight practitioners need to channel
they can be considered to be part of the organisation. 5. The following groupings were used: environmental sciences, biomedical sciences, information and communication technologies, physical sciences and engineering, social sciences and humanities. 6. The single Social sciences and Humanities group of the first phase was replaced by two groups:
(or tangible) outputs like reports and websites. 2 We can also observe an increasing interest in foresight activities that aim at supporting strategy formation both at the collective level and at the level of individual organisations.
This interest is fuelled by the recognition that there is a‘translation problem'appareen in foresight approaches that predominantly rely on broad participatory processes, namely the translation of shared collective problem perceptions and visions into actual decisions of individuua actors and organisations.
in strategies and policy programmes) Incorporating forward-looking elements in organisations'internal procedures Facilitating Immediate Effective actions taken Intermediate Formation of action networks Creation of follow-up activities Ultimate
Adoption of foresight contents in the research and teaching agenda of organisations as well as in various disciplinary matters Improved coherence of policies Cultural changes towards longer
A combination of experts and stakeholders from the key organisations involved in the research and policy fields covered by the respective panels was sought.
several Viennese organisations were not able to tell with whom they would cooperate on joint actions.
Communication between the various special interest groups and organisations will be encouraged and strengthened. A first event will take place in autumn 2008.
A second reason must be seen in the early involvement of key actors in researchaan innovation-related organisations of the City of Vienna.
For instance, the panel members were recruited mainly from the prevailing key organisations in research and innovation
technologies, institutions and organizations. London: Pinter. Eriksson, E. A, . and M. Weber. 2008. Adaptive foresight: navigating the complex landscape of policy strategies.
and/or affect an organisation and its activities'.'They can be organisations or governmental entities who have a stake in
or may be impacted by a given approach to policy making, as for example within the areas of environmental regulation or energy conservation.
'They were not an organisation or a political entity with predefined power or influennc in the project but young people between 14 and 19 years of age.
as in the image of an organisation or firm which continuously has to be updated and refined in order to attract the desired target group of customers.
which image an organisation might create of its stakeholders to legitimise its strategic choices. This specific case of municipal visioning illustrates how an image of young people was created in order to endow them with stakeholder characteristics that fit the objectives of the vision project.
and organisations share a similar idea of this particular social group and their participatory potential. The present case of a Norwegian municipal vision project points to the often implicitly assumed shared understanding of who young people are
as a more direct process of establishing a desired vision of a communal future not necessarily based on different future scenarios. 5 This latter approach is politically crucial for public organisations trying to develop policy and long-term thinking.
Scholars of organisation theories, however, have questioned the direct influence of scientific expectatiion and technological promises on strategic development of organisations (Sanz-Menéndez and Cabello 2000;
Burt 2007. They have studied foresight in the context of organisational identittie and the ways individuals fulfil identities
Schwandt and Gorman (2004) argue that organisations do not necessarily follow a straight and rational logic of techno-scientific expectations and promises.
and decision-making by emphasising the complexity of organising and organisations. Thirdly, this discussion of stakeholder image construction in foresight is inspired by issues of reflexivity in social theory (Giddens 1991;
however, is given to the paradoxical aspects of reflexive knowledge in its relation to expectations and the organisation of the future.
These future pictures were presented then in a workshop with communal and cultural organisations to discuss which of these were most desirable.
This is an organisation consisting of pupils'representatives from all secondary schools and colleges in the municipality and was founded to inspire pupils
or‘organisations that might be expected to act in the light of the exercise's findings'(Keenan 2002,49).
or they should be able to influence the activities of an organisation. Although the young people did not represent either of those categories,
when organisations intend to create one desired vision of the future. The case discussed here illustrates Downloaded by University of Bucharest at 05:10 03 december 2014 982 S. Jenssen that power in such processes is both hierarchical and relational, yet‘not simply a relationship between partners, individual or collective;
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,
which community benefit organisations and individuals build ongoinng permanent relationships for the purpose of applying a collective vision for the benefit of a community (definition from wikipedia. org).
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