| 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) | |
aswell as over 400 participantswho represented relevant stakeholder groups, most notably leading researchers and industrialists. Methodologically, the processwas based on the Internet-based solicitation and assessment of research issues, the deployment ofrobust Portfoliomodeling (RPM) in the identification of promising research issues,
if all relevant stakeholder groups are addressed adequately and strategic responses can be corrected for. Otherwise, this approach produces rather biased assessments.
and participatory, that is, they involve the representatives of relevant stakeholders, disseminate their results among the wider public affected by the changes/actions in the field/theme analysed,
the perspectives of relevant stakeholder groups are taken into Account for each scenario, participants adopt roles of different future stakeholder groups representing either future citizens
and the questionable ownership by the relevant stakeholders. 6. 2. Impact on FNR One of the main objectives of the Foresight was to inform new FNR programmes
engaging relevant stakeholders and creating common visions that move into action. Among FTA TOOLS foresight is posited as the most suitable for providing policy support to address major societal challenges.
but also to engage relevant stakeholders and create common visions into action 25, 27. Furthermore, Foresight processes are supposed to help designing new value networks that are based on the novel combinations of technologies, organisational partnerships and institutional arrangements.
but also to engage relevant stakeholders and create common visions into action 2, 3. Furthermore, foresight processes can also become a pertinent design phase for the creation of new value networks that are based on the novel combinations of technologies, organisational partnerships and institutional arrangements.
but also to engage relevant stakeholders and create common visions and action plans 2, 9. Furthermore, foresight processes can often be seen as a pertinent design phase for the creation of newvalue networks that are based on novel combinations of technologies, organisational partnerships and institutional arrangements.
''This raises the issue of when those responsible for the foresight project should hand it over to the relevant stakeholders.
but also to engage relevant stakeholders and create common visions into action. Generally, foresight is distinguished according to method, objectives and setting.
The success of research policy is dependent on the alignment of a broad range of relevant stakeholders from academia, industry, politics, and society.
and subsequent transfer activities have to be constructed as dialogue processes involving all relevant stakeholders. With his summary of the key results of foresight activities in Germany in the early part of the last decade, he also illustrates once more their wide-ranging and interdisciplinary nature and hence the need for an active and carefully designed transfer to research policy making.
Relevant stakeholders from politics need to be identified at the beginning of the process to ensure their involvement in initializing the strategic dialogue and clarifying relevant issues and expected results.
and recommendations for other relevant stakeholders that could be brought into the dialogue at subsequent stages. An important element of this step is the establishment of trust.
B Relevant stakeholders have been engaged actively and start to act ideally as promoters and multipliers of the subject within their networks and organizations.
a holistic view across a complex landscape of relevant stakeholders, including relevant disciplines as well as players across the value chain is required.
and involve other relevant stakeholders in a wide-ranging dialogue to deal with societal challenges. From the perspective of research policy makers, strategic dialogues provide the missing link to transfer the results of foresight and similar strategy processes into research policy making.
which can only be reached through strong interactions within the FTA COMMUNITY and between it and the relevant stakeholders from education, policy and society at large.
the national civil servants have an interest in making sure that they are well-informed about the relevant stakeholders and issues,
This means that relevant stakeholders should be involved in some form of dialogue (methods vary) across different stages of the process to share their views regarding achievements and their meaning,
mutual learning and collective visioning 4. New (systemic) policy instruments have been/are being developed to facilitate such interaction between relevant stakeholders 5
and other relevant stakeholders from the early stages of a holistic innovation process in view of discovering future opportunities (and risks),
users as well as other relevant stakeholders were involved in an inclusive and future-oriented process, based on a combination of traditional and more creative methods.
These were generated through the development of strategy maps (phase 2), in conjunction with the city of Floriano'polis, SC, Brazil and relevant stakeholders,
By promoting the inclusion of all relevant stakeholders they can facilitate cross-sectoral collaboration between the public and private sectors as well as between various industries, a multilevel governance approach,
and be mobilised considering all relevant stakeholder groups. This role could be enabled in a step prior to setting the governance structures
By bringing together relevant stakeholders, EU instrumeent can be a means to enable different parties to learn with one another
foresiigh seems to hold the promise of facilitating the implementtatio of different functions of transnational research programming way beyond the identification of emerging issues, priority areas and relevant stakeholders.
In conferences through discussions with peers Existing strategies and relevant stakeholders Medium Medium High As reported/criticised in raw resources.
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