| Different stakeholder (49) |  |
| Exclusive stakeholder (9) | |
| Relevant stakeholder (30) | |
| Stakeholder (733) | |
| Stakeholder engagement (31) | |
| Stakeholder group (23) | |
| Stakeholder image construction (9) | |
| Stakeholder participation (25) | |
| Stakeholder workshop (16) | |
| Wider stakeholder (5) | |
, phases for different stakeholder groups in the Woodwisdom-Net consultation process. In the presence of interdependencies, it is imperative that the preceding tasks are completed before new ones are started.
The very idea behind participatory programmes is to bring together different stakeholders with their diverse sets of accumuulate knowledge and experience,
and goals of different stakeholders, and the one between the need to monitor and control the various activities of universities for managerial purposes
The second refers to lists of priorities and proposed actions (for different stakeholders, in this case e g. university rectors and deans, regional, national and EU policy-makers, businesses and local communities as partners of universities), inputs
and are not explicit with regard to different stakeholder preferences 38,42, 44 51. A meta-analysis of 80 scenario processes in the U s. found that these processes were started with a clear idea of the desired results
and that different stakeholder perspectives are incorporated in a reflexive way (see also 7, 30). Furthermore, RIF offers an approach to explore disruptive alternatives in the mode 2 foresight concept.
Political decision-making takes place in an environment characterized by ambiguity of problems and a multitude of conflicting interests between different stakeholders,
The approach of CSH recognises that various stakeholders in society may see situations 14 in radically different ways because different stakeholder values and behavioural characteristics lead to different boundary judgements.
highlighting the different meanings given to the exercise by different stakeholder groups as the process unfolded and interim results were made known.
and by involving different stakeholder groups at corporate decisions. The ability to design adaptive processes is linked
highlighting the different meanings given to the exercise by different stakeholder groups as the process unfolded and interim results were made known.
Smith 2002) draws our attention to various policy practices relying extensively on the knowledge, experience and competence of the different stakeholders concerned.
workshops conducted with different stakeholders, internal meetings of the department responsible of the project and open hearings in the community council related to the project.
and where possibilities for participation may be opened to all interested participants from different stakeholder groups, even if this may cause a certain degree of unpredictability and cause management challenges.
say, by the need to ensure a balanced representation of the different stakeholder groups. Along this dimension
and even the destruction of lock in conditions by engaging different stakeholders in the proactive generation of rivalling visions for competing coalitions based on different value networks with different architectures, configurations, features and standards 37,38.
and helps synchronize the strategies and joint actions of different stakeholders (e g. 39). Efforts reaching the consensus may,
and to communicate the responsibilities of different stakeholders. Here, two extreme approaches can be identified in view of the classification purposes 10:
In the Nordic H2 Energy Foresight the major challenge was to create shared understandings on future hydrogen-based energy systems between different stakeholder groups representing five different countries.
in order to accommodate different stakeholder expectations. Most of the projects we analysed have important informative functions in sense that they aim to provide new knowledge for better understanding of issues and of their future implications and challenges.
Different stakeholders have not only different interests, but they also have different modes of access to and use of knowledge:
Ulrich's 12 Critical systems Heuristics (CSH) recognises that various stakeholders in society may see situations 14 in radically different ways because different stakeholder values and behavioural characteristics lead to different boundary judgements.
and processes address the complex issue of literacy asymmetries of different stakeholders? How can FTA strategies
and methods make sure that the visions of different stakeholders can be represented harmonised and in the final outcomes and products?
and to make the perspectives of different stakeholder groups heard and seen. FTA can contribute not only to the steering of innovation systems,
and implementing a range of alternative policy options to meet the various needs of different stakeholders.
A third objective of foresight is to build a consensual vision of the future in order to harmonise strategies of the different stakeholders.
or even circumvent lock in conditions by engaging different stakeholders (Havas 2003). This may support the emergence of competing coalitions.
including nature and different stakeholders within society in one interconnected system. Such a network has to operate as a cyclical system where value is redefined from Porter's strategies, on cost leadership and differentiation,
In addition, including perspectives from the different stakeholders can reveal new areas for innovation 73.4.2.3. Backcasting from principles A third group of practice is characterized by a focus on backcasting from principles.
or what they mean to different stakeholders. 2 This is important because it focuses diverse inputs by soliciting signals that convey ideas about future innovations aligned with the systemic and action-oriented nature of innovation processes,
These are often small panels of experts drawn from different stakeholder groups. C. Cagnin T. Ko nno la/Futures 59 (2014) 27 38 31 3. 2. Scenarios and joint vision A more in depth analysis of the findings of the state of the art and expectations
The paper describes the embedded foresight process implemented to achieve a shared vision-building among different stakeholders, and the shaping of new research and technology development networks in European-wide innovation policy coordination.
(i) anticipation of the drivers and weak signals of change with the intention of being prepared for whatever might follow from the ongoing and future social, economic and political mayhem with a rich understanding of systems, their history and possible futures,(ii) analysis of different stakeholder perspectives
Such an inclusive approach requires participation and involvement of different stakeholders on equal terms, hereby empowering users as key stakeholders
visions and to drive the sharing of expectations among the different stakeholders involved. Acknowledging the constraints
workshops may be organised with different stakeholders, providing a broad range of inputs to the policy and creating relevant new networks that cross not only policy domains
as well as the diverse views of different stakeholders. An impact assessment was possible (and necessaary to a varying extent at every stage of the process:
For instance, the role of incumbents compared to that of user-based communities is seen differently by different stakeholders.
and innovation policies Improve the co-operation among different stakeholders Develop the planning and implementation of technology policy Understand the best methods and use of foresight Critical success factors for government-led foresight Science and Public policy February 2010 37 Results:
The participation of different stakeholders in the process of identifying possible futures creates a more democratic decision-making and incorporates different visions into the foresight process, different points of view, contributing to the success of the entire exercise and to the quality of the final results.
as different stakeholders usually have divergent perspectives for defining the best route towards the desired future. Foresight exercises help to overcome these limits
interviews were conduccte with different stakeholders at national level, including 30 government, industry and academy Figure 4. FINEP SMP timeline:
More important than consensus on future challenges not always possible is shared the sense of commitmeen to a desirable future established by different stakeholders..
and understand highly complex and often uncertaai future developments by way of addressing, in the same exercise, alternative forms of transformation and the conseqquen roles of different stakeholders.
foresight has been proven to be a useful tool for bringing together different stakeholders in processes of mutual learning and exchange of expectations of the future,
and different stakeholders take part with diverse expectatiion and capacities. Dealing with this complexity requires co-ordination tools that are able to address the above-mentioned potential tensions.
and collecting informmatio on the views of different stakeholder groups within these research systems on future issues such as research priorities and implementation modes.
when and why, taking into account the interests, emotions and attitudes of different stakeholders as well as experts.
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