A compared R&d-based and patent-based cross-impact analysis for identifying relationships between technologies, Technol.
either over time or in terms of cumulative R&d expenditures. But using one indicator only to present technological performance would be problematic.
We count the respective numbers for each of these two indicators in DII by priority year. 2. 1. 3. Inventor This indicator indicates the amount of human resources invested in R&d of one particular technology.
For somenbs related companies that have enough money for R&d, it is a good time to invest in NBS to pursue potentialmarkets. 4. Conclusions How might technology life cycle analysis based on patents contribute to FTA?
He is also a Director of R&d for Search Technology, Inc.,Norcross, GA. He is the author of some 220 articles and books,
6 and rank high with regard to R&d spending and output indicators such as publications and patent applications 7,
and developed a vision for nanotechnology R&d. This started in 1998 when the National science and Technology Council (NSTC), the principal executive body responsible for coordinating science and technology policy,
proposed themes for R&d support and stated their planned contributions of their programs to the nanotechnology initiative.
446 P. Schaper-Rinkel/Technological forecasting & Social Change 80 (2013) 444 452 support nanotechnology education, research and development the fastest will thrive in the new millennium 1. These statements illustrate that the report
Legal and Social Implications (ELSI) into nanotechnology R&d programs and supported centers for nanotechnology in society.
and presented a vision for progress in nanotechnology from 2010 to 2020 3. Besides redefining the R&d goals for nanoscale science and engineering integration,
they address R&d (Advance a world-class nanotechnology research and development program), innovation (Foster the transfer of new technologies into products for commercial and public benefit),
The pluralistic nature of the US R&d system, the diverse, dynamic nature of US national political bodies and the limitations of US foresight history makes centralized goal-setting across many
The nanotechnology related activities of BMBF, the main public agency in Germany in charge of promoting pre-commercial research and development,
and engineering under a broad definition of nanotechnology and served as the foundation in developing long-term R&d visions and strategies.
Sci. 41 (2011) 457 485.37 NSTC, National science and Technology Council, Nanostructure Science and Technology, R&d Status and Trends in Nanoparticles, Nanostructured Materials,
new types of R&d projects and pathways for integration of policy strategies across diverse policy realms.
and R&d Management Conference Manchester 2nd of June 2010 (INFU workshop). 465 E. Schirrmeister, P. Warnke/Technological forecasting & Social Change 80 (2013) 453 466 References 1 O. Da Costa, P. Warnke, C
critical success factors for the 1990's, R&d Manag. 22 (3)( 1992) 221 239.11 W c. Kim, R. Mauborgne, Strategy, value innovation,
The first has been so-called direct measures, grants or fiscal incentives for R&d, the former largely restricted to collaborative grants under the argument that firms needed an incentive to work together on pre-competitive activities,
or at most to try to stimulate R&d collaborations and networks. Priority-setting methodologies normally begin with a fixed choice set
For example, one LME aspect is that major Danish firms finance a large part of their research and development themselves.
As late as the 1980s, the Danish governmental expenditure on research and development (R&d), relative to the country's gross national product (GNP), was among the lowest of the OECD countries.
Based on the Danish Globalisation Strategy from 2005, public expenditures on R&d have increased. Consequently, today, Denmark is among the OECD countries with the highest public expenditures on R&d.
Another major initiative of the Globalisation Strategy was an increase in the percentage of public research funding that should be subject to competition.
this context has changed during recent decades with increased national R&d budgets and the establishment of a strategic research council.
Compared with total competitive2 part of the Danish governmental R&d expenditures, which amount to approximately DKK 8 9 bn annually,
What is not clear is how the political priorities for strategic research would have appeared without the Research2015 process. 2 The total governmental R&d expenditures consist of two parts:
and R&d and marketing integration mechanisms in new product development: a cross-cultural study between Singapore and New zealand, Industrial Marketing Management 36 (2006) 293 307.18 R. K. Moenaert, A. de Meyer, B. J. Clarysse, Cultural
The innovation roadmaps 24 highlight the main milestones of innovation activities (i e. research and development, management and policy actions) which are needed to achieve a desired vision.
These are intended to stimulate small and medium enterprises (SMES) to participate in international cooperative research and development (R&d) projects.
Contributed paper for the 2007 conference on corporate R&d (CONCORD: new and emerging issues in corporate R&d, JRC-IPTS, 8-9/10/07, 2007.25 M. Taish, J. Cassina, B. Cammarino, S. Terzi, N
. Duque, A. Cannata, M. Urgo, M. Garetti, D. Centrone, J. A. Ibarbia, D. Kiritsis, A. Matsoki, A. Rolstadas, B. Moseng, T. Oliveira, M
Alan L. Porter b c, d, Michael Rader e a European commission Directorate General Joint research Centre, Brussels, Belgium b R&d for Search Technology, Inc
Alan Porter Dr. Porter is Director of R&d for Search Technology, Inc.,Norcross, GA. He is also Professor Emeritus of Industrial & Systems Engineering,
and influenced the increased emphasis on principles such as connectedness, interaction and knowledge sharing in R&d and innovation management.
For a long time, internal R&d capabilities were associated closely with innovativeness. In fact, substantial efforts were put into keeping the results of innovation a secret.
mostly in precompeetitiv phases to reduce R&d costs. A preceding concept to open innovation that takes a corporate perspective is absorptive capacity.
and future innovations Challenging the state-of-the-art of current R&d projects 3 See http://www. rijkswaterstaat. nl/water/innovatie en onderzoek/index/for more details about WINN. 4 From Deltares'website (www. deltares. nl):‘
zur Fo rderung der angewandten Forschung e. V. Fhg), Technische Universita t Berlin (TUB) and Siemens AG (SAG) decided to pool their research and development activities in the area of information
project initiation and execution of R&d projects. To serve as a knowledge platform without complex assignments and layers of bureaucracy between all partners,
and business opportunities on a yearly basis and provides the means to explore the field further Program 3. 9 Best-practice benchmarking Collects information about best practices in collaborative R&d,
and IT knowledge and to provide the suitable tools for the early steps of innovation from topic identification to execution of large-scale R&d projects.
Finally, several instruments provide information to challenge basic assumptions and existing R&d projects, and to scan for disruptions (opponent role of foresight).
results of a quantitative benchmarking study, R&d Management 37 (2007) 383 397.5 R. Rohrbeck, H. Gemu nden, Corporate foresight:
the case of Procter & gamble, R&d Management 36 (2006) 333 346.8 R. Rohrbeck, K. Ho lzle, H. G. Gemu nden, Opening up for competitive advantage how Deutsche telekom
creates an open innovation ecosystem, R&d Management 39 (2009) 420 430.9 O. Gassmann, Opening up the innovation process:
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
. Zook, Open-market innovation, Harvard Business Review 80 (2002) 80 89.12 O. Gassmann, E. Enkel, H. Chesbrough, The future of open innovation, R&d
Management 40 (2010) 213 221.13 S. Liyanage, Towards a fourth generation R&d management model research networks knowledge management, International Journal of Technology management 18 (1999) 372 393.14
J. Niosi, Fourth generation R&d, Journal of Business research 45 (1999) 100 117.15 R. J. Ortt
R&d Management Conference (RADMA), Lisboan, Portugal, 2004.41 C. Jasner, Walk of pain, Mckinsey Wissen 17 (2006) 44 49.42 W. G. Dyer
The NISTEP exercise combines this broad-scope foresight with a thorough analysis of strengths and weaknesses of Japanese research and development (R&d
Medicine Table 1 Main categories used in the different scans Categories Netherlands UK Denmark Social context Society (including public services) Culture Work life People R&d
2 8 7 R&d agenda Policy agenda 5. Coupling of opportunities and problems through creative sessions and consultations 10.
COS was the umbrella organisation of the so-called sector councils for R&d that were established by Dutch law during the 1980s to provide strategic knowledge questions for departmental policies in a number of policy domains (environment, agriculture, health,
which can be used for different purposes such as R&d agenda setting and the development of more resilient policies.
Global Securiit Scan for Canadian Science Capabilities (2015 2020)- Report of Proceedings, Defence R&d Canada, Centre for Securrit Science.
) and research and development (R&d) expenditure, thus contributing most to the development of the EU knowledge economy.
In fact many of the issues identified in our research relate to policy areas which are not specific to the R&d agenda,
and those that are related R&d may already be tackled through EU Framework programmes or other European commission initiatives,
However, the above finding raises the question of the appropriateness of carrying out a FTA on such a diverse sector with a specific policy area like R&d in mind.
supporting R&d for infrastructure; facilitating mobile content development; accelerating broadband penetration; developing mechanisms to monitor trends
Report of the Independent Expert Group on R&d and Innovation appoiinte following the Hampton Court Summit chaired by Eski Aho.
The 2009 Report on R&d in ICT in the European union. JRC Scientific and Technicca Reports 23832 EN.
At the time of writing, Jack E Smith was Senior Advisor Federal Foresiigh and Innovation strategy, Defence R&d Canada.
better informed about risks Using foresight to evaluate and future-proof strategies and priority actions Better evidence-based policies Making the case for increased investments in R&d Note:*
In Finland, the Parliamenntar Committee on the Future is supported by a national fund for R&d (SITRA-government investtment augmented by a significant Nokia share sale in the 1990s) as well as by government S&t focused agencies such as the TEKES, VTT
and development (R&d) needed to manage, prevent, or combat EID. To complete the objective in Phase I,
Phucharoenchanachai (2005) Biosecurity and emerging infectious diseases in Asia-pacific Science and Public policy February 2010 44 In Phase II, the objective was to determine directiion for future R&d
) The basic elements of a generic roadmap representiin market, products, technology, R&d programs, and resources, were changed into the elements listed below:
and R&d programs/activities required in delivering the desired technologies. The time frame of the roadmaps was divided into three periods:
and make significant contributions to R&d and commercialization of devices and systeems Yet the convergence of technologies will not come in the same form as the convergence in informattio and communications technologies,
what are the necessary R&d issues, the key success factors and the barriers, then the landsccap of each technology application domain emerged.
so that decision-makers in each member economy of the APEC could invest in their R&d programs
where the context of technology applications in a multilateral R&d agenda is usually not fully explored.
Funding for R&d, considering the EID life cycle, has to be balanced, while networking and technology transfer in certain areas are a viable option.
The authors are also grateful to Mr Jack Smith (Defence R&d Canada) and Dr Richard Silberglitt (Rand Corporation) who have given ideas
4 5) attribute this discrepancy betwwee theory and practice mainly to the lack of empirical evidence on the benefits of userinvollvemen and user-oriented strategies compared to traditional research and development.
and find it difficult to empathize with other users'lifestyyles e g. a 25-year-old reflects only on his daily Innovation-development process Prior-to-launch Post-launch R&d Opportunity identification Concept design Concept development
as measured by the quotient of the volume of financial support to the volume of a supported firm's own research and development expenditures.
The CTI mainly supports research and development (R&d) co-operation projects from all scientific fields by funding the public partner (a univerrsit
The principle of indirect R&d support of good projeccts which are proposed jointly by a private
the amount of R&d promotion divided by the R&d budget of the firm in the same period.
it was shown that the promotion effect was (with one exceptiion dependent on the magnitude of the promotion ratti (as measured by the ratio of R&d subsidies by CTI to a firm's own R&d expenditure.
and the investigation of the effect of promotion ratio as measured by the ratio of R&d subsidies by CTI to a firm's own R&d expenditure.
A further way of supporting private investment in innovation is through tax incentives for R&d expenditures (see Jaumotte and Pain, 2005 for a survey of the main fiscal policies to support innovation.
For example, programmes offeriin financial support for small or young firms are intennde to stimulate additional R&d
In a comparison of industrialized countries only Japan and Luxembourg show a comparably low percentage of government financing for R&d (OECD
2007), less than 10%of Swiss firms perceive a lack of public R&d promotion to be a strong,
Besides the promotion of entrepreneurship through CTI's start-up funding programme plus a mobilization initiaativ called Venturelab, most of CTI funds are direccte to financing‘bottom-up'-initiated R&d projects from all scientific fields,
The principle of indirect R&d support of good projects, which are proposed jointly by a private
In this study we apply matching methods to evaluate the impact of R&d subsidies on the innovatiio performance of subsidized firms.
and apply The principle of indirect R&d support of good projects, which are proposed jointly by a private
and is the only study that compares the impact of two different policy instrumments Six out of ten studies use R&d intensity,
R&d expenditure or R&d personnel as the target variables of the promotional measures. For one study the target variable is innovation expenditure.
Japan Government-sponsored cooperrativ R&d projects organized by Ministry of International Trade and Industry (1983 1989) 226 Selection correction:
R&d effort eqn. R&d spending:++Patents:++Busom (2000), Spain R&d subsidy programme 1988 154 Selection correction:
Two-equation system (participation eqn.:R&d effort eqn. patent eqn. R&d expenditures: R&d personnel, R&d expenditures/sales, R&d personnel/employment:+
+Wallsten (2000), USA Small Business Innovation research (SBIR) Programme (1990 1992) 81 Selection correction: Three-equation system (two different participation eqns.:
R&d spending eqn. employment eqn. R&d spending 1992: -employment 1993: no effect Arvanitis et al. 2002), Switzerland Programme of promoting use of Computer Integrated Manufacturing Technologies (CIMT)( CIM Programme, 1990 1996) 463 Selection correction:
Two-equation system (participation eqn. CIMT adoption eqn. Change in CIMT intensity (1990 1996:++for firms with less than 200 employees+for firms adopting CIMT for first time Donzé (2002),
Switzerland Programme of promoting use of CIMT (CIM Programme, 1990 1996) 463 Matched-pair analysis (several alternative methods) Change in CIMT intensity (1990 1996):+
+for firms with less than 200 employees+for firms adopting CIMT for first time Lach (2002), Israel R&d grants from Office of Chief Scientist at Ministry of Industry and Trade (1990 1995) 325 Difference
-indifference estimator R&d spending:++for small firms no effect for large firms Czarnitzki and Fier (2002), Germany Public innovation subsidies in German service sector 210 Matched-pairs analysis (nearest
neighbour matching) Innovation expenditure: innovation expenditure/sales:++Almus and Czarnitzki (2003), Germany R&d subsidies to East german firms (1994,1996, 1999) 622 Matched-pairs analysis (calliper matching) R&d intensity:+
+Pointner and Rammer (2005), Austria Programme of promoting use of CIMT (Flexcim Programme, 1991 1996) 301 (a) Selection correction:
Two-equation system (participation eqn.:CIMTADOPPTIO eqn. b) matched-pair analysis Change in CIMT intensity (1992 1998:+
+for firms with less than 200 employees+for firms with low intensity of CIMT use Görg andstrobl (2007), Ireland R&d grants from (Industrial Development Agency (IDA) Ireland and Forbairt
(1999 2002) 828 Combination of matching approach and difference-indiffeerenc estimator R&d spending; R&d spending per employee:
small domestic firms:++medium domestic firms: no effect; large domestic effects: -all size classes of foreign firms:
no effect Bérubé and Mohnen (2007), Canada R&d tax credits versus R&d tax credits+R&d grants 584 Matched-pairs analysis (nearest neighbour matching) Firms with tax credits
+R&d grants are more innovative than firms with only tax credits for 6 out of 8 innovation indicators Notes:+(
which finds a negative effect for R&d spending, meaning that subsidies were crowding out private R&d spending.
Although all the studies in Table 1 refer to the firm as the analytical entity, a closer comparison of the results of these studies is not possiibl due to large differences with respect to the variables taken into consideration in order to control for selection bias.
The CTI database contained information on 634 subsiddize R&d projects that were finished between 1 january 2000 and 31 december 2002.
one-and-ahaal years is an adequate time lag between R&d and realization of R&d outcomes for most industries and for incremental innovations.
For the firms that compleete their subsidized R&d during the second half of the reference period, particularly in the year 2002, it is questionable,
Hence, for the large majority of the projects there was enough time to have a measurable impact of R&d on their innovation performance.
in the period 2000 2002 634 R&d projects were supported by the CTI. Table 2 shows the scientific fields in which these projects were located
are quite underrepreesente among the subsidized firms (4%),reflecctin the strong tendency of this branch of aboveaveerag investment in R&d.
In a sixth and last step we calculated a subsidy quotient for every subsidized firm by dividing the amount of the granted subsidy by the total R&d expendiiture in the period 2000 2002.
and the existence of continuous R&d activiitie in the propensities equation, these performannc differences have to be traced with good reason to the main difference between the two groups of firms,
'A further finding was that the magnitude of the impact correlated positively with the relative size of financial support as measured by the quotient of the volume of financial support to the volume of a supporrte firm's own R&d expenditures.
if an amount of about CHF60 million in 2004 (meanwhile CHF100 150 million of additional R&d support per annum) could have a discernible impact on an economy that invested about CHF19 billion in R&d in 2004.
R&d tax incentiive would do better, but such a discussion would be beyond the scope of this empirical paper.
and R&d expenditures strictly referring to the period 2000 2002 that unfortunately cannot be quantified and corrected.
The effects of public R&d subsiddie on firms'innovation activities: the case of Eastern Germaany Journal of Business and Economic Statistics, 21 (2), 226 236.
Are firms that received R&d subsiddie more innovative? UNU-MERIT Working Paper No. 2007-015.
An evaluation of the effects of R&d subsidies. Economics of Innovation and New technology, 9 (2), 111 148.
Is public R&d a complement for private R&d? Research policy, 29 (4/5), 497 529. Donzé, L 2002.
Mapping the frontiers of evaluation of public-sector R&d programmes. Science and Public policy, 34 (10), 681 690.
Do public subsidies complement businees R&d? A meta-analysis of the econometric evidence. Kykloos 57 (1), 87 102.
The effect of R&d subsidies on privaat R&d. Economica, 74 (2), 215 234. Griessen, T and D Braun 2008.
How effective are fiscal incentiive for R&d? A review of the evidence. Research policy, 29 (4/5), 449 469.
Do subsidies to commerrcia R&d reduce market failures? Microeconometric evaluation studies. Research policy, 29 (4/5), 471 495.
Do R&d subsidies stimulate or displace private R&d? Journal of International Business Studies, 50 (4), 369 390.
Lepori B 2006. Public research funding and research policy: a long-term analysis for The swiss case. Science and Public Policcy 33 (3), 205 216.
Evaluation of government-sponsored R&d consortia in Japan. In Policy Evaluation in Innovation and Technology Towards Best Practices, pp 225 253.
The effects of government industry R&d programmes on private R&d: The case of the Small Business Innovation research Programme.
Traditionally, the Fraunhofer R&d portfolio has been technologydriiven A corporate Future topics process has been establisshe in order to foster a needs-oriented approach.
Table 1. Theme Objectives Focus Initial phase Main phase Commitment phase Energy Establishment of R&d priority agenda,
and interests shaping the priorities in China's R&d programs and policies. The choice of China may be motivated by its sheer importtanc in the world scientific system,
1 The most salient programs in recent history are the National Key technologies R&d Program established in 1984,
the State High-tech R&d Program (also known as the 863 Program), initiated in 1986 and the State Basic R&d Program (also known as the 973 Program), established in 1997.
The 863 Program serves the goal of‘leading to the future'by supporting the development of frontier technologies.
National Key technologies R&d Program, the 863 Program and the 973 Program; and two group programs:
but also on the allocation of resources into mission-driven activities (see Table 2). 4 Table 1. China's R&d programs Program Starting year Objective 6th Five-year
Plan National Key technologies R&d Program 1984 Foster key technologies to upgrade traditional industries and create new ones State Key Laboratory Program 1984 Support selected laboratories in universities,
1986 National High-technology R&d Program (863 Program) 1986 Foster China's overall innovation capacity in high-tech sectors and enhance its international competitiveness Spark Program 1986
1648 1900 National High-tech R&d Program (863 Program)* 2974 3768 4025 3795 4440 5592 Key technology R&d Program 1053 1338 1345
such as a tax rebate for firms'R&d expenditures, as well as the identification of public procurement to promote enterpriises innovation capability.
Deng xiaoping personally approved the drafting of a National High-tech R&d Program, the 863 Program. From April through September of 1986, the State Council mobilized hundreds of experts to draft an Outline for Development Of high Technology
Policies of regulation, FDI and R&d were directed towards the pharmaceutical biotechnology innovation system. The Law of Pharmaceutical Affairs was passed in 1970
The two main agricultural policies promoting agricultuura biotechnology innovation system were agricultural R&d and regulation policies.
The policies directed towards the pharmaceutical biotechnology system were regulations, FDI and R&d. Before the 1980s,
the government promoted agricultural R&d and regulation policies, merely to increase the welfare of farmers
Food Industry Research and development Institute. Lin, J.-Y. 1995)‘ The experiments and research of Taiwan's Agriculture Experiment Station within recent one hundred years'(.
Factors vary, for instance, on R&d intensity (i e. high-tech, medium tech and low tech) and on issues such as availability (or the possibility to develop) skilled labour,
It has traditioonall been associated with R&d, but there are differren types of knowledge besides science and technology knowledge, including production,
and R&d units rather than fulfilling an exploratory think-tank function for top-level management, but this development is currently being reconsidered in several firms (Daheim and Uerz 2008.
'Report of the Independent Expert Group on R&d and Innovation appointed following the Hampton Court Summit
of labour leads to intense specialisation of countries'economies Governments compete to host the R&d facilities of multinationals through large R&d investments Public science focused on basic research that multinationals are less likely to perform themselves Strong global networks
socio-technical transformation. 1. Introduction Since the 1960s, the results of R&d practices have increasinngl been approached as knowledge inputs in the construuctio of science and technology policies.
diffusion and embedding innovatiions such as universities, public and private R&d organizations, companies and various intermediate organizattions and the collective learning processes between these organizations (Smits et al. 2010).
such as public funding for R&d and innovation, support for technical standardizatiion intellectual property rights regulation and the provisiio of public technical infrastructure, can be applied.
Traditionally, the construction industry has invested relativvel little in R&d, and has also been slow to adopt new technologies.
Support to collaborative R&d; Facilitating commercialization of research results TECHNOLOGIES: Public funding for research and technology development;
At the level of products and solutions, the support for collaborative R&d and facilitation of commercialization of research results were assessed as the main innovation policy practices.
Collaboration between the key R&d players and the government would be important especially in the Victorian context, due to the fragmented nature of the construction sector.
Current R&d on HVAC accentuates the connection of separate systems into a larger building automation system through ICT protocols.
Meier zu Ko cker, G.,Hein, D. and Chinalski, M. 2008)‘ German Polish network-based R&d co-operation:
Brummer, V.,Salo, A.,Nissinen, J. and Liesio, J. 2011)‘ A methodology for the identification of prospective collaboraatio networks in international R&d programs',International Journal of Technology management, 54
Fraunhofer's strategic R&d planning predominantly takes place at the level of its 60 institutes and its six groups of institutes, each with similar technological scope.
Fraunhofer's strategic R&d planning predominantly takes place at the level of its 60 institutes and its six groups of institutes, each with a similar technological scope.
For this, we need first of all to look at the Fraunhofer Society itself. 3. The Fraunhofer approach 3. 1 Strategic R&d planning within the Fraunhofer governance model Future-oriented technology analysis (FTA APPROACHES have been used within corporate strategic R&d planning at Fraunhofer for several years.
'and the role of strategic R&d planning at the corporate level within this system. With a total budget of E1. 65 billion in 2010, Fraunhofer is the largest contract research organisation in Europe.
At the same time, cooperation between various knowledge domains within 60 Fraunhofer institutes is needed to address complex interdisciplinary system approaches in R&d.
and intensifies cooperation between institutes to fully utilise the strength of its broad R&d portfolio with various measures.
Within the groups, institutes plan and strategically align their respective R&d portfolios. Another platform of cooperation is built by the 20 Fraunhofer alliances, in
Moreover, Fraunhofer headquarters fund internal research programmes for joint R&d projects in order to support cooperation between the institutes.
FTA in this context supports Fraunhofer's strategic R&d planning. Hence, it needs to be oriented action
Papers on foresight studies or specific technological R&d trends were analysed and evaluated as the starting point. Experts with different technological backgrounds met in workshops to discuss
and assess the future relevance of certain technologies by extrapolating the current R&d portfolio to the future.
and developed by at least one dedicated (and centrally funded) R&d project of significant size. That means‘real'prototypes or results developed in a collaborative manner are expected from the projects Section 4 explains this process in more detail. 4. Methodology of the 2010 process 4. 1 The concept of the 2010 future-oriented
Each technological solution approach was rated in terms of its fit with the Fraunhofer R&d portfolio and clustered into solution fields.
Perform dedicated technological R&d projects: the projects should be supported by technologies from Fraunhofer and need to produce results that really offer a solution for a part of the problem..
and technology organisations From an R&d management programme that is organised by international institutes with a similar background to Fraunhofer,
and technology organisations in Europe have their specific approaches to Fraunhofer future markets. 241 defining their R&d portfolio.
and outlook Using global challenges as a starting point for an internal FTA PROCESS within the corporate strategic R&d planning was a new approach for Fraunhofer.
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