Pub Date : 2021-06-25DOI: 10.17323/2500-2597.2021.2.25.38
Guillermo Velasco, R. Popper, I. Miles
Foresight scenarios are not only useful presentational devices to show that many aspects of the future are open. Scenarios are means for generating advice that helps policymakers initiate actions in the present or near future that will be of long-term significance. Despite the influence that such advice may have on policy decisions, the Foresight literature has paid very little attention to the creation of policy recommendations. Though reports of scenario exercises frequently conclude with lists of recommendations that follow from the study, there is very little explication of the process whereby advice is elicited from the examination of these future scenarios. This paper addresses this gap, examining how the generation of recommendations is related to the development of scenarios within multiple future repositioning workshop settings. It focuses on the fluency and originality of these recommendations, and how this is influenced by repositioning participants in highly transformational scenarios. Repositioning is the process whereby participants are invited to imagine themselves playing roles in hypothetical future contexts, and on that basis to make decisions or devise strategies as if they actually were immersed in these circumstances. The method proposed and the findings of the case study have implications for why and how this future repositioning approach can be incorporated as a ‘key feature’ in the design of Foresight activities. The aim is also to raise awareness of the need for more exploration of Foresight recommendation methodology.
{"title":"Repositioning People in Creative Futures: A Method to Create Sound Advice with Exploratory Scenarios","authors":"Guillermo Velasco, R. Popper, I. Miles","doi":"10.17323/2500-2597.2021.2.25.38","DOIUrl":"https://doi.org/10.17323/2500-2597.2021.2.25.38","url":null,"abstract":"Foresight scenarios are not only useful presentational devices to show that many aspects of the future are open. Scenarios are means for generating advice that helps policymakers initiate actions in the present or near future that will be of long-term significance. Despite the influence that such advice may have on policy decisions, the Foresight literature has paid very little attention to the creation of policy recommendations. Though reports of scenario exercises frequently conclude with lists of recommendations that follow from the study, there is very little explication of the process whereby advice is elicited from the examination of these future scenarios. This paper addresses this gap, examining how the generation of recommendations is related to the development of scenarios within multiple future repositioning workshop settings. It focuses on the fluency and originality of these recommendations, and how this is influenced by repositioning participants in highly transformational scenarios. Repositioning is the process whereby participants are invited to imagine themselves playing roles in hypothetical future contexts, and on that basis to make decisions or devise strategies as if they actually were immersed in these circumstances. The method proposed and the findings of the case study have implications for why and how this future repositioning approach can be incorporated as a ‘key feature’ in the design of Foresight activities. The aim is also to raise awareness of the need for more exploration of Foresight recommendation methodology.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2021-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41974731","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-25DOI: 10.17323/2500-2597.2021.1.6.18
Miles Ian Douglas, Belousova Veronika, Chichkanov Nikolay, Krayushkina Zhaklin
Knowledge-Intensive Business Services (KIBS) are problem-solvers for other organizations. The coronacrisis affects KIBS directly, but also means that their clients are confronting new problems. How are KIBS addressing these two sets of challenges? This paper draws on material available in the trade and industry press, on official reports and statistics, and the early academic studies addressing these themes. We find that KIBS have been active (alongside other organizations) in providing a substantial range of services aimed at helping their clients (and others) deal with various contingencies thrown up by the crisis. Not least among these is the need to conform to shifting regulatory frameworks, and requirements for longer-term resilience. KIBS themselves have had to adapt their working practices considerably, to reduce face-to-face interaction with clients and within teams collaborating on projects. Adaptation is easier for those whose tasks that are relatively standardized and codified, and it remains to be seen how far a shift to such activities - and away from the traditional office-based venues of activity - is retained as firms recover from the crisis. KIBS are liable to play an important role in this recovery from the crisis, and policymakers can mobilize their services. Some KIBS are liable to be critical for rendering economies more resilient in the face of future pandemics and we argue that these firms are also important for confronting the mounting climate crisis.
{"title":"The Impact of the Coronacrisis on KIBS Sector","authors":"Miles Ian Douglas, Belousova Veronika, Chichkanov Nikolay, Krayushkina Zhaklin","doi":"10.17323/2500-2597.2021.1.6.18","DOIUrl":"https://doi.org/10.17323/2500-2597.2021.1.6.18","url":null,"abstract":"Knowledge-Intensive Business Services (KIBS) are problem-solvers for other organizations. The coronacrisis affects KIBS directly, but also means that their clients are confronting new problems. How are KIBS addressing these two sets of challenges? This paper draws on material available in the trade and industry press, on official reports and statistics, and the early academic studies addressing these themes. We find that KIBS have been active (alongside other organizations) in providing a substantial range of services aimed at helping their clients (and others) deal with various contingencies thrown up by the crisis. Not least among these is the need to conform to shifting regulatory frameworks, and requirements for longer-term resilience. KIBS themselves have had to adapt their working practices considerably, to reduce face-to-face interaction with clients and within teams collaborating on projects. Adaptation is easier for those whose tasks that are relatively standardized and codified, and it remains to be seen how far a shift to such activities - and away from the traditional office-based venues of activity - is retained as firms recover from the crisis. KIBS are liable to play an important role in this recovery from the crisis, and policymakers can mobilize their services. Some KIBS are liable to be critical for rendering economies more resilient in the face of future pandemics and we argue that these firms are also important for confronting the mounting climate crisis.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2021-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48115881","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-25DOI: 10.17323/2500-2597.2021.1.56.65
D. Nicholas, Eti Herman, A. Watkinson, Jie Xu, A. Abrizah, Blanca Rodríguez-Bravo, Chérifa Boukacem-Zeghmouri, T. Polezhaeva, Marzena Świgoń, Uniwersytet Warmińsko-Mazurski
The paper draws on evidence of predatory publishing obtained from the 4 year-long Harbingers research study of the changing scholarly communication attitudes and behaviour of early career researchers (ECRs). The project featured longitudinal interviews for its first 3 years with 116 ECRs researching science and social sciences who came from China, France, Malaysia, Poland, Spain, UK and USA. The interview data provided the building blocks for a questionnaire survey in the 4th year, which obtained 1600 responses from a global audience, which included arts and humanities ECRs and those from Russia. These studies investigated predatory publishing as part of general questioning about scholarly communications, in other words, in context. The main finding from the interview study were: 1) ECRs generally do not publish in predatory journals; 2) they only allude to them lightly and mainly in the context of open access publishing; 3) they no longer acquaint all open access publishing with predatory journals. The questionnaire found that, as in the case of the interviews, complaints that open access is low quality publishing are diminishing, however, this positivity has been partly offset by increased concerns about the dangers of predatory journals.
{"title":"Early Career Researchers between Predatory Publishing and Academic Excellence: The Views and Behaviours of the Millennials","authors":"D. Nicholas, Eti Herman, A. Watkinson, Jie Xu, A. Abrizah, Blanca Rodríguez-Bravo, Chérifa Boukacem-Zeghmouri, T. Polezhaeva, Marzena Świgoń, Uniwersytet Warmińsko-Mazurski","doi":"10.17323/2500-2597.2021.1.56.65","DOIUrl":"https://doi.org/10.17323/2500-2597.2021.1.56.65","url":null,"abstract":"The paper draws on evidence of predatory publishing obtained from the 4 year-long Harbingers research study of the changing scholarly communication attitudes and behaviour of early career researchers (ECRs). The project featured longitudinal interviews for its first 3 years with 116 ECRs researching science and social sciences who came from China, France, Malaysia, Poland, Spain, UK and USA. The interview data provided the building blocks for a questionnaire survey in the 4th year, which obtained 1600 responses from a global audience, which included arts and humanities ECRs and those from Russia. These studies investigated predatory publishing as part of general questioning about scholarly communications, in other words, in context. The main finding from the interview study were: 1) ECRs generally do not publish in predatory journals; 2) they only allude to them lightly and mainly in the context of open access publishing; 3) they no longer acquaint all open access publishing with predatory journals. The questionnaire found that, as in the case of the interviews, complaints that open access is low quality publishing are diminishing, however, this positivity has been partly offset by increased concerns about the dangers of predatory journals.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2021-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46713156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-16DOI: 10.17323/2500-2597.2021.2.65.81
E. O’Sullivan, R. Phaal, C. Featherston
Technology roadmapping has become an important foresight tool for science, technology, and innovation (STI) policy and technology strategy development. There are, however, challenges in translating evidence from foresight into the strategies of STI agencies and the planning of research & technology development (RTD) organizations. While the foresight evaluation literature identifies methodological issues related to evidence granularity, scope, and stakeholder confidence, there is limited guidance on how to ensure roadmapping outputs are strategically relevant, appropriately detailed, and credible. This paper highlights the potential of using structured visual roadmapping frameworks to anticipate potential strategic foresight evidence failures and using the adaptive and iterative nature of roadmapping processes to address them. In this paper, we distinguish between: the roadmapping framework ‘canvas’; the foresight evidence captured on the canvas; the process of generating the evidence; and any final strategic plan developed using that evidence (with goals, milestones, actions, etc). We investigate efforts to use the roadmapping canvas as a research tool and diagnostic to explore emerging technology trajectories and innovation ‘pathways’. We demonstrate that key patterns of evidence distribution on the roadmapping canvas have the potential to reveal where further evidence may need to be gathered, or where further triangulation of stakeholder perspectives may be required. We argue that by adaptively addressing these patterns at key stages within the roadmapping process (and appropriately re-scoping, re-prioritizing, and re-focusing foresight effort and resources), the granularity, coverage, and consensus of the roadmapping evidence can be greatly enhanced. We conclude the paper by summarizing a set of novel principles for adaptive agile roadmapping, reflecting on the implications for foresight more generally, and outlining a future research agenda to test and refine this approach to agile foresight.
{"title":"Agile Roadmapping: An Adaptive Approach to Technology Foresight","authors":"E. O’Sullivan, R. Phaal, C. Featherston","doi":"10.17323/2500-2597.2021.2.65.81","DOIUrl":"https://doi.org/10.17323/2500-2597.2021.2.65.81","url":null,"abstract":"Technology roadmapping has become an important foresight tool for science, technology, and innovation (STI) policy and technology strategy development. There are, however, challenges in translating evidence from foresight into the strategies of STI agencies and the planning of research & technology development (RTD) organizations. While the foresight evaluation literature identifies methodological issues related to evidence granularity, scope, and stakeholder confidence, there is limited guidance on how to ensure roadmapping outputs are strategically relevant, appropriately detailed, and credible. This paper highlights the potential of using structured visual roadmapping frameworks to anticipate potential strategic foresight evidence failures and using the adaptive and iterative nature of roadmapping processes to address them. In this paper, we distinguish between: the roadmapping framework ‘canvas’; the foresight evidence captured on the canvas; the process of generating the evidence; and any final strategic plan developed using that evidence (with goals, milestones, actions, etc). We investigate efforts to use the roadmapping canvas as a research tool and diagnostic to explore emerging technology trajectories and innovation ‘pathways’. We demonstrate that key patterns of evidence distribution on the roadmapping canvas have the potential to reveal where further evidence may need to be gathered, or where further triangulation of stakeholder perspectives may be required. We argue that by adaptively addressing these patterns at key stages within the roadmapping process (and appropriately re-scoping, re-prioritizing, and re-focusing foresight effort and resources), the granularity, coverage, and consensus of the roadmapping evidence can be greatly enhanced. We conclude the paper by summarizing a set of novel principles for adaptive agile roadmapping, reflecting on the implications for foresight more generally, and outlining a future research agenda to test and refine this approach to agile foresight.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2021-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43557645","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.17323/2500-2597.2020.4.95.111
Selma Letícia Capinzaiki Ottonicar, P. Arraiza, Armellini Fabiano
Open innovation allows partnerships between business through knowledge sharing. The mission of open science is to encourage information sharing about academic research. The purpose of this paper is to demonstrate the relevance of open science to open innovation and vice versa, especially in the context of emerging economies. Furthermore, it aims to show the results of the intersection between university and innovation companies. The methodology was based on a systematic literature review to understand how researchers have been studying the subject. It also focuses on the relevance of open innovation and open science to business management and information science fields. Therefore, the connection between open science and open innovation is fundamental to encourage partnership between business and university. This kind of partnership contributes to the economy of developing countries, so business can become more competitive.
{"title":"Opening Science and Innovation: Opportunities for Emerging Economies","authors":"Selma Letícia Capinzaiki Ottonicar, P. Arraiza, Armellini Fabiano","doi":"10.17323/2500-2597.2020.4.95.111","DOIUrl":"https://doi.org/10.17323/2500-2597.2020.4.95.111","url":null,"abstract":"Open innovation allows partnerships between business through knowledge sharing. The mission of open science is to encourage information sharing about academic research. The purpose of this paper is to demonstrate the relevance of open science to open innovation and vice versa, especially in the context of emerging economies. Furthermore, it aims to show the results of the intersection between university and innovation companies. The methodology was based on a systematic literature review to understand how researchers have been studying the subject. It also focuses on the relevance of open innovation and open science to business management and information science fields. Therefore, the connection between open science and open innovation is fundamental to encourage partnership between business and university. This kind of partnership contributes to the economy of developing countries, so business can become more competitive.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47261870","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.17323/2500-2597.2020.4.61.78
Marta A. Götz, B. Jankowska
Manufacturers face increased cost pressure and market volatility. Product life cycles are getting shorter. Production has to be faster and increasingly local. The acceleration of “time-to-market” could happen thanks to the solutions of Industry 4.0 (I4.0), with supply chains morphing into highly adaptive networks with integrated entities. In this paper, we seek to exemplify the potential impact of I4.0 adoption on the competitiveness of the firms (being foreign subsidiaries among others) and ask about the nature of modernization as part of the global value chain in which the enterprise operates. Our research based on four case studies reveals that the competitive advantage of a firm could be modified in the era of Industry 4.0 as a result of a sector’s transformation and changing relationships with partners. These findings correspond with the literature stressing the uncertainty and complexity of the digital economy in general, as well as difficulties with the precise measuring of the expected benefits. The fourth industrial revolution emphasizes “the race to the top” giving priority to quality rather than cost reduction as a method of improving competitiveness and, since it implies the emergence of connected companies, truly linked with each other, the disappearance of clear boundaries between them.
{"title":"Adoption of Industry 4.0 Technologies and Company Competitiveness: Case Studies from a Post-Transition Economy","authors":"Marta A. Götz, B. Jankowska","doi":"10.17323/2500-2597.2020.4.61.78","DOIUrl":"https://doi.org/10.17323/2500-2597.2020.4.61.78","url":null,"abstract":"Manufacturers face increased cost pressure and market volatility. Product life cycles are getting shorter. Production has to be faster and increasingly local. The acceleration of “time-to-market” could happen thanks to the solutions of Industry 4.0 (I4.0), with supply chains morphing into highly adaptive networks with integrated entities. In this paper, we seek to exemplify the potential impact of I4.0 adoption on the competitiveness of the firms (being foreign subsidiaries among others) and ask about the nature of modernization as part of the global value chain in which the enterprise operates. Our research based on four case studies reveals that the competitive advantage of a firm could be modified in the era of Industry 4.0 as a result of a sector’s transformation and changing relationships with partners. These findings correspond with the literature stressing the uncertainty and complexity of the digital economy in general, as well as difficulties with the precise measuring of the expected benefits. The fourth industrial revolution emphasizes “the race to the top” giving priority to quality rather than cost reduction as a method of improving competitiveness and, since it implies the emergence of connected companies, truly linked with each other, the disappearance of clear boundaries between them.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48821453","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.17323/2500-2597.2020.4.80.94
Valeriya V. Vlasova, V. Roud
In the era of open innovation, the choice of a cooperative strategy is one of the most significant factors determining the effectiveness of innovation activities. The authors investigate typical configurations of cooperative networks in Russian manufacturing, including the choice of partners, the role of spatial distance, and the duration of joint projects. Using the firm-level data (1324 in 2015 and 545 in 2018) the paper estimates the role of cooperation in the innovation outcomes in terms of innovation novelty and export capacity. The most common cooperative strategy is vertical cooperation that is the involvement of clients and suppliers in the process of innovation development. The geography of cooperation rarely extends beyond the region’s borders and is mostly of an irregular (short-term) nature. A small number of enterprises that engage in international cooperation tend to rely on long-term linkages with academia, which is a distinctive feature of the most innovative Russian companies, including also those involved in the creation and distribution of intellectual property.
{"title":"Cooperative Strategies in the Age of Open Innovation: Choice of Partners, Geography and Duration","authors":"Valeriya V. Vlasova, V. Roud","doi":"10.17323/2500-2597.2020.4.80.94","DOIUrl":"https://doi.org/10.17323/2500-2597.2020.4.80.94","url":null,"abstract":"In the era of open innovation, the choice of a cooperative strategy is one of the most significant factors determining the effectiveness of innovation activities. The authors investigate typical configurations of cooperative networks in Russian manufacturing, including the choice of partners, the role of spatial distance, and the duration of joint projects. Using the firm-level data (1324 in 2015 and 545 in 2018) the paper estimates the role of cooperation in the innovation outcomes in terms of innovation novelty and export capacity. The most common cooperative strategy is vertical cooperation that is the involvement of clients and suppliers in the process of innovation development. The geography of cooperation rarely extends beyond the region’s borders and is mostly of an irregular (short-term) nature. A small number of enterprises that engage in international cooperation tend to rely on long-term linkages with academia, which is a distinctive feature of the most innovative Russian companies, including also those involved in the creation and distribution of intellectual property.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45486564","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.17323/2500-2597.2020.4.20.33
A. Magruk
The main purpose of this publication is an attempt to treat phenomenon of uncertainty as the one of main research facility in future studies and not as the background for future research — by answering the following research question: “What is the methodical relation among the scope of the uncertainty phenomenon vs. levels of knowledge and types of the future in the foresight approach?”. The study uses the results of the analysis and criticism of the literature as the main research method. On this basis were performed deductive reasoning. Proposed by the author of the paper types of future and scope of uncertainty allowed to define the author’s scale of knowledge levels. This paper has attempted to draw together three methodological fields: uncertainty, foresight, and knowledge. Author analysed complex relations among above areas on the basis of their characteristic which are author’s extensions of existing concepts available in the literature. In the author’s opinion conclusions from the results presented in the article can be a valuable contribution to the development of the area of management in the area of future management. In management of complex systems (such as Industry 4.0), from the foresight methodological point of view, it seems relevant to determine which specific uncertainties can be managed by which classes of foresight methods, and which foresight methods by what level of knowledge, will be appropriate for the analysis of a specific types of future. According to the author, the results of research presented in the publication may be used in creating research methodology of technological foresight projects and as a complementary element of research devoted to the issues of development of modern technologies, which include Industry 4.0.
{"title":"Uncertainties, Knowledge, and Futures in Foresight Studies — A Case of the Industry 4.0","authors":"A. Magruk","doi":"10.17323/2500-2597.2020.4.20.33","DOIUrl":"https://doi.org/10.17323/2500-2597.2020.4.20.33","url":null,"abstract":"The main purpose of this publication is an attempt to treat phenomenon of uncertainty as the one of main research facility in future studies and not as the background for future research — by answering the following research question: “What is the methodical relation among the scope of the uncertainty phenomenon vs. levels of knowledge and types of the future in the foresight approach?”. The study uses the results of the analysis and criticism of the literature as the main research method. On this basis were performed deductive reasoning. Proposed by the author of the paper types of future and scope of uncertainty allowed to define the author’s scale of knowledge levels. This paper has attempted to draw together three methodological fields: uncertainty, foresight, and knowledge. Author analysed complex relations among above areas on the basis of their characteristic which are author’s extensions of existing concepts available in the literature. In the author’s opinion conclusions from the results presented in the article can be a valuable contribution to the development of the area of management in the area of future management. In management of complex systems (such as Industry 4.0), from the foresight methodological point of view, it seems relevant to determine which specific uncertainties can be managed by which classes of foresight methods, and which foresight methods by what level of knowledge, will be appropriate for the analysis of a specific types of future. According to the author, the results of research presented in the publication may be used in creating research methodology of technological foresight projects and as a complementary element of research devoted to the issues of development of modern technologies, which include Industry 4.0.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49040056","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.17323/2500-2597.2020.4.47.60
H. Wiesmeth
The transition to a circular economy is often associated with appropriate business models, which should, among other things, help to replace the conventional `end-of-life? concept regarding commodities with restoration and environmental design. This systemic change appears to be closely linked to the waste hierarchy: prevention of waste, reuse of old commodities and recycling of waste. The paper shows that there are various problems for businesses to maintain the waste hierarchy in the context of a circular economy. The intrinsic nature of environmental commodities and, in particular, societal path dependencies present some challenges. These societal path dependencies are related to the benefits of decentralized decision-making in a market economy. In the short term, appropriate environmental policies can help alleviate some of these problems, but in the long term, these societal path dependencies need to be reoriented. The paper contains practical examples of all the issues raised.
{"title":"Systemic Change: The Complexity of Business in a Circular Economy","authors":"H. Wiesmeth","doi":"10.17323/2500-2597.2020.4.47.60","DOIUrl":"https://doi.org/10.17323/2500-2597.2020.4.47.60","url":null,"abstract":"The transition to a circular economy is often associated with appropriate business models, which should, among other things, help to replace the conventional `end-of-life? concept regarding commodities with restoration and environmental design. This systemic change appears to be closely linked to the waste hierarchy: prevention of waste, reuse of old commodities and recycling of waste. The paper shows that there are various problems for businesses to maintain the waste hierarchy in the context of a circular economy. The intrinsic nature of environmental commodities and, in particular, societal path dependencies present some challenges. These societal path dependencies are related to the benefits of decentralized decision-making in a market economy. In the short term, appropriate environmental policies can help alleviate some of these problems, but in the long term, these societal path dependencies need to be reoriented. The paper contains practical examples of all the issues raised.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49634962","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.17323/2500-2597.2020.4.112.120
V. Milovidov
In the context of technological and social changes, business faces the challenges of a more complex operating environment. New business models are required that take into account an unprecedentedly wide range of emerging factors. Among such approaches, an integral model stands out, which allows one to adapt to a new level of development of society and master a new context. The approaches to the development of an integral model are still in the process of formation, since a deeper study of the modern network society, its values, guidelines, and preferences is required. Taking into account such complexity requires non-linear approaches and thinking in terms of complex, dynamic systems. From this point of view, when interacting with the increasingly complex environment, it is advisable for companies to view themselves as an element of a large-scale system of horizontal, social ties, in which the idea of social responsibility acquires new meanings. It is especially difficult to implement integral approaches within the framework of traditional thinking due to the variety and multi-layered factors that change the context of companies' activities. The transformation of corporate governance and approaches to social responsibility is a non-linear process driven by a chain of events related to changes in consumer behavior and other aspects. Such exponential changes are characterized by profound and cumulative consequences, radically changing the spheres of activity, social relations, and institutions. This article demonstrates the case of a company that, despite the difficulties, managed to implement a similar approach and maintain a dynamic pace of development.
{"title":"The “Linked Prosperity” Model as an Integrated Response to Corporate Management Challenges in a Network Society","authors":"V. Milovidov","doi":"10.17323/2500-2597.2020.4.112.120","DOIUrl":"https://doi.org/10.17323/2500-2597.2020.4.112.120","url":null,"abstract":"In the context of technological and social changes, business faces the challenges of a more complex operating environment. New business models are required that take into account an unprecedentedly wide range of emerging factors. Among such approaches, an integral model stands out, which allows one to adapt to a new level of development of society and master a new context. The approaches to the development of an integral model are still in the process of formation, since a deeper study of the modern network society, its values, guidelines, and preferences is required. Taking into account such complexity requires non-linear approaches and thinking in terms of complex, dynamic systems. From this point of view, when interacting with the increasingly complex environment, it is advisable for companies to view themselves as an element of a large-scale system of horizontal, social ties, in which the idea of social responsibility acquires new meanings. It is especially difficult to implement integral approaches within the framework of traditional thinking due to the variety and multi-layered factors that change the context of companies' activities. The transformation of corporate governance and approaches to social responsibility is a non-linear process driven by a chain of events related to changes in consumer behavior and other aspects. Such exponential changes are characterized by profound and cumulative consequences, radically changing the spheres of activity, social relations, and institutions. This article demonstrates the case of a company that, despite the difficulties, managed to implement a similar approach and maintain a dynamic pace of development.","PeriodicalId":45026,"journal":{"name":"Foresight and STI Governance","volume":" ","pages":""},"PeriodicalIF":1.2,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47373561","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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