Posts Tagged ‘drivers’

EFP Brief No. 254: New Trends in Argentina’s Science, Technology and Innovation Policy

Thursday, February 14th, 2013

The brief describes the historical evolution of the national policy of science, technology and innovation (STI) in Argentina, identifying major turning points from the period of the import substitution model that lasted for 40 years to the current development pattern still in the making, with a sharp shift during the 1990s to a harsh market-led path. Domestic learning processes and emerging international trends led Argentina in the new millennium to adopt a new more proactive, flexible and participatory model of STI, which was further pushed by the creation of the Ministry of Science, Technology and Productive Innovation in 2007. The National Plan of STI 2012-2015 reflects on-going efforts to deepen the redesign of research, technology and innovation policies.

The Redesign of STI Policies and Institutions

Science, technology and innovation policies and institutions in Argentina constitute today an evolving system whose configuration is the result of a several-stage process involving discontinuity regarding priorities, approaches and intervention modalities.

STI policies over most of the 90s implied a significant shift with regards to the pattern prevailing during the four-decade model of import substitution industrialisation (ISI). In a nutshell, this shift involved a drastic move away from state support to the development of basic science and of human resources, as well as from direct public intervention in some sectors deemed strategic or at the technological frontier. The new pattern, framed within a economic policy stressing the opening and deregulation of the economy and the privatization of public assets, strongly emphasized the modernization of the private sector under a quasi-market rationale and made the first moves towards a greater articulation and coordination of STI public institutions. In line with this pattern, a demand-driven approach, under the assumption that firm knowledge requirements set research and development (R&D) lines, and sectoral neutrality (i.e., massive horizontal policies favouring stronger links of individual firms with the supply of advising and training services) set the tone of STI policies.

By the end of the 90s, a more complex set of policies was implemented in order to address the increasingly heterogeneous capacities of the private sector to generate and absorb scientific and technological knowledge, the different “stages of the innovation cycle” and the need to target support by sectors. This shift towards greater policy differentiation and directionality as well as deeper integration and coordination of the national system of STI was invigorated since 2003. Particularly, the creation of the Ministry of Science, Technology and Productive Innovation (MINCYT) in 2007 was a big push in that direction as it gave room to a process of increasing prestige and institutionalization of the STI; this process fuelled, in turn, an important redirection of the rationale for policy intervention.

Three main aspects distinguish this rationale shift: the greater emphasis granted to a systemic vision of support to innovation based on the construction of stronger links with the science and technology dimension; the deepening of the shift from horizontal to more focalized policies; and the gradual move from support targeting individual actors (firms or institutions) to support stressing different types of associative behaviour (value chains, consortia, networks, etc.). This reorientation of the rationality for policy intervention was grounded in the need of the MINCYT to adapt its strategic goals and policies to the particular traits of the context in which it operates, in particular the mounting relevance of technological change and innovation for international competitiveness and the need to upgrade the increasingly complex domestic production structure, the nature of the problems and opportunities calling for public intervention, and the need of a systemic approach in order the enhance the effectiveness of STI policies. This conceptual reorientation has been matched at the instrumental level by the “restyling” of the existing policy instruments as well as the design of new ones in the policy axes that shape today public interventions (see below).

The Conceptual and Empirical Drivers of Policy Changes

The current reorientation of the rationale for policy intervention is in line with STI policy trends in developed countries and in middle-income countries within the developing world. It also echoes academic debates and policy recommendations from technical cooperation agencies.

Limits of the Linear Model

The deepest motive of this reorientation, which comprises three main threads with different degree of progress and articulation, is the awareness of the limits of a static or lineal view of the relationship between science, technology and innovation. In fact, believing in a lineal view means that the new scientific and technological knowledge (usually created through R&D) is easily adopted by producers, without any significant participation or feedback about real needs of knowledge production.

Turning to Customized Production

Several traits of the present production situation reinforce the on-going redefinition of policy rationale. The first is the increasing heterogeneity of the production tissue, which cuts across sectorial and even sub-sectorial boundaries. Concretely, in the same sector and macroeconomic context, firm competitive strategies and practices differ along several dimensions, for instance the way they use technology and behave with regards to innovation. This heterogeneity turns horizontal and non-discriminatory policies, usually grounded on “broad range” market failures (complementary financing, imperfect information, coordination deficits and the like) largely ineffective to tackle down producers’ specific constrains to develop scientific and technological capabilities and to innovate. What it is rather required are policies geared to the provision of “customized” public goods (or “club” goods), in order to attend different needs at different levels of economic activity (firms, clusters, value chains, etc.).

In the same way, it is also important to foster a greater policy focalization through the identification of strategically significant areas as main targets of STI policies. Of course, this does not imply a return to old-fashioned practices of “picking winners” but instead the previous definition of activities and agents to be specifically targeted because of its relevance for upgrading and diversifying the production structure.

Endemic Uncertainty

The second relevant feature of the current production dynamics is not just the increasingly rapid pace of scientific and technological changes and, pari pasu, of the innovation process but the uncertainty of their direction that has led many people to talk about “endemic uncertainty”. Indeed, in an increasing number of production activities as well as in other areas of public interest (for instance, climate change, food safety or health care to mention just a few) it is more and more difficult to predict the next market demand, or, in the same vein, the next natural disaster, animal or plant disease, or virus variety, which will require to create and apply “new generation” scientific and technological knowledge that, in addition, can be rapidly turned into product and process innovations.

This giant uncertainty calls into question traditional notions of progress such as “technological frontier” or “technological catching up”. Knowledge production in these socio-economic and natural contexts calls instead for new policies and institutions that impulse the capacities of agents to search and detect new development opportunities by “de-codifying” them in response to the emerging needs, and to position themselves as providers of precompetitive knowledge for innovation.

The third driver of the reorientation of STI support policies or, to put it more accurately, of the intervention rationale is the fact that innovation – and much of the science and technology knowledge that nurtures it – is the work of inter-organizational networks including firms, public agencies, universities, research centres and other knowledge-producing organizations. Usually born spontaneously, although their emergence is more and more a public policy goal, the distinguishing trait of these public-private articulations is their role as instances of combination, coordination and synthesis of partial and complementary knowledge and resources coming from different disciplinary domains and fields of activity. These multidisciplinary networks tend to proliferate (though not exclusively) in high-technology activities in which it is highly unlikely that a sole agent have all the capacities and expertise to understand how those technologies work and how to apply them therein.

Specialisation of Argentina’s Production

Finally, on empirical grounds, Argentina is no alien to these trends towards increasing heterogeneity of production, acceleration of scientific-technological knowledge and network innovation, although the aggregate data on STI in the country does not properly reflect this. Indeed, in very distinct production activities (farm machinery, wine, technology-based agricultural inputs, nuclear research reactors, screening satellites, television scripts, sport boats, design-intensive clothing, software and boutique off-shore services, among the most relevant), firms or groups of firms have strongly grown, substantially upgraded production and achieved long-term competitive advantages in the domestic and foreign markets over the past decade on the basis of product and process innovation. These experiences share several features that link them to the above trends. Firstly, all involve the development of collaborative forms of production articulating public and private actors from different disciplines and institutional domains (final producers, part, input and service suppliers, science and technology agencies, universities and research centres in an relative reduced space (regions, counties, urban or semi-urban areas, etc.). Secondly, these networks share different but complementary resources (financial, human, etc.) and knowledge that allow them to identify the accelerating and changing innovation requirements and to generate the production responses to meet them. Finally, they include more or less institutionalized arrangements to coordinate knowledge creation, its application to production, the appropriation of the economic benefits accruing from its exploitation and financing that facilitate interest alignment among stakeholders.

Planning in STI Under the New Rationale for Intervention

STI planning in Argentina has shown a renewed vigour in the last decade and a particular concern at present to address the challenges posed by the emerging STI environment. In line with this purpose, the planning exercise for the 2012-2015 builds upon two main intervention strategies: the institutional development of the national system of STI and policy focalization.

Institutional development of the national STI system

The first strategy stresses transversal institutional development and changes required to achieve an effective intervention in the current STI conditions; it may be summarized with the productive innovation-institutional innovation formula under the understanding that the latter is a critical necessary condition of the former. This strategy involves the dimensions of capacity building, system linkage, process improvement and learning for network innovation. The assumption is that a system with strengthened endowments of resources and capabilities and, at the same time, better articulation allows to avoid the duplication of initiatives and actions (with the ensuing deficient resource allocation), to identify blind points, to contribute to align interests, to prioritize efforts and to generate synergies both within the public sector and between public institutions and productive and social actors, among other benefits.

Policy Focalization

As for the focalization strategy, the on-going planning effort has adopted a novel conceptualization cantered on the notion of strategic socio-productive nuclei (SSPN). This involves the identification of intervention opportunities in specific domains on the basis of the articulation of general-purpose technologies (GPT: biotechnology, nanotechnology, and ITC) with a bundle of sectors producing goods and services (agro-industry, energy, health, environment and sustainable development social development, and manufacturing). The rationale of this approach is to take advantage of the potential impact of GTP to generate qualitative improvements in terms of production competitiveness, people quality of life and the country’s standing with regards to emerging technologies and medium- and long-term foreseeable technological development. In other words, this approach seeks to go beyond the logic intervention driven only by the technological supply or demands requirements; looking forward to generate the conditions to adjust or adapt, if needed, transversal actions and policy instruments to the differentiated needs of selected SSPNs.

Both strategies comprise four operational work axes: coordination (inter-institutional, territorial, international), resources (human, infrastructure, information), processes (regulatory frameworks and monitoring & evaluation), and policy instruments and financing. The first three axes look at the new architecture, rules of the game, and agency/management capacities of the system of STI. The axe of instruments and financing concerns more horizontal tools to promote the expansion of the science and technology base, the search for selectivity and directionality in the public interventions to foster innovation as well as the impulse of the connectivity and coordination among STI actors and the mechanisms for funding support policies.

STI Policy Designed to Strengthen the Production Model

The history of STI in Argentina took several models of intervention or no intervention policy under different political rationalities. Nowadays, the development of STI has a greater potential because of the public planning strategies and concrete lines of action according to the production needs of the country. On the whole, this has meant a redesign of public policy institutions in order that science, technology and innovation strengthen the production model by generating greater social inclusion and improving the competitiveness of Argentina’s economy, becoming knowledge the backbone of national development.

Authors: Miguel Lengyel 

Maria Blanca Pesado

Sponsors: n.a.
Type: national exercise
Organizer: Latin American School of Social Sciences
Duration: 2007 – 2010
Budget: n.a.
Time Horizon: 2015
Date of Brief: August 2011

Download EFP Brief No. 254_Argentina’s New STI Policy

Sources and References

Porta, F., P. Gutti and P. Moldovan, “Polìticas de ciencia, tecnología e  innovación en Argentina. Evolución reciente y balance”, Buenos Aires: Universidad de Quilmes y Centro Redes, febrero de 2010.

Sanchez, G., I. Buttler and Ricardo Rozmeberg, “Productive Development Policies in Argentina”, Washington DC: IADB, 2010.

Lengyel, Miguel, “Innovación productiva e innovación institucional: el vínculo virtuoso”, en D. García Delgado (comp.), Rol del estado y desarrollo productivo inclusivo, Buenos Aires: Ediciones Ciccus, 2010.

Programa de las Naciones Unidas para el Desarrollo (PNUD), “Innovación productiva en Argentina”, Buenos Aires: PNUD, 2009.

Sabel, C., “Self-discovery as a Coordination Problem”, forthcoming in C. Sabel, E. Fernández Arias, R. Hausmann, Andrés Rodríguez-Clare  and E. H. Stein (eds.), Self-discovery as a Coordination Problem. Lessons from a Study of New Exports in Latin America, Washington DC. IADB, 2011.

EFP Brief No. 250: Mediating Different Stakeholder Levels in an “International Cooperation Foresight” Process

Friday, February 1st, 2013

The purpose of the New Indigo foresight process was firstly to identify the most important and most relevant drivers of current S&T cooperation between India and Europe. Its second aim was to engage relevant stakeholder groups in a structured discussion on what this cooperation should look like in 2020. Thirdly, long-term and short-term policy-recommendations for shaping this future have been developed.

Fostering Multilateral Research Cooperation between India and Europe

As one of the BRICS countries, India is among the biggest and most dynamic emerging economies worldwide, which increasingly excel in the area of science and technology (S&T). In her address to Parliament on 4 June 2009, India’s President declared the period from 2010 to 2020 as the “Decade of Innovation”. The main aim of the declaration is to develop an innovation eco-system to stimulate innovation and to produce solutions for societal needs, such as healthcare, energy, urban infrastructure, water and transportation. Although the gamut of innovation is vast and includes efforts in many sectors, the underlying emphasis is to boost advances in S&T. Focusing on the same time horizon, the European Union introduced the “Innovation Union”, a flagship programme of the Europe 2020 Strategy to be implemented from 2014 to 2020 to secure Europe’s competitiveness and face major societal challenges at a global level.

The European Commission and the European countries perceive India as an important future partner when it comes to S&T, as is evidenced by the fact that India was chosen to be the target country of the first pilot initiative of the Strategic Forum for International Science and Technology Cooperation (SFIC), an advisory body to the Council of the EU and the European Commission.

One of the EC funded instruments targeting S&T cooperation between India and Europe is the ERA-NET New INDIGO. The project fosters multilateral cooperation between the two regions by supporting the bi-regional policy dialogue, networking different stakeholders in the field of S&T cooperation, analysing current cooperation, identifying common priorities and implementing multilateral (networking and research) projects.

Following a participatory approach leading to policy-recommendations, the project conducted a one-year foresight study on the future of this cooperation between India and Europe. The consortium agreed to envisage a 2020 perspective, in line with the Europe 2020 strategy and the Decade of Innovation announced by the President of India in 2009.

The similarity of the political initiatives in both regions was the background against which a success scenario-based foresight study was conducted: a desirable scenario of what S&T cooperation should look like in 2020 was developed and respective instruments were identified that might be of help in turning the normative success scenario into reality.

From Bibliometric Research  to Delphi Analysis

The main methodologies used where Delphi analysis, scenario building, expert workshops and a bibliometric analysis. The methodological setup of the New Indigo foresight process is based on the idea that three main stakeholder groups are the most relevant for future EU-India S&T cooperation: policymakers, programme owners and scientists. The policymakers design the framework conditions within which S&T cooperation takes place and decide upon support structures. The programme owners/managers adopt an intermediary position between policymakers and scientists. They know both worlds, co-develop and implement dedicated programmes and, thus, are engaged in the actual implementation of S&T internationalisation policies. The scientists, finally, are the ones actually performing research cooperation. They are the ultimate target group and main beneficiary of all internationalisation policies.

The New Indigo foresight exercise started at the end of 2010 with preliminary desk analyses on drivers of S&T cooperation and EU-India co-publication trends. On this basis, evidence on the current status and thematic focus of S&T cooperation between India and Europe could be provided as an input to the foresight and wider policy processes. Furthermore, in a series of online consultations as well as expert workshops, factors (‘drivers’) have been identified that are likely to influence what future collaboration might look like in the year 2020. Figure 1 (p. 3) describes our implementation model that can roughly be divided into two phases: one before and one after the first draft of a success scenario. The scenario development phase spans from the preparatory analyses via driver identification by literature analysis, email consultations, online Delphi for driver identification and validation, and expert workshops leading to a draft success scenario. The second scenario validation phase involves consultations on the validity and viability of the success scenario for different stakeholder groups, backcasting activities trying to indicate paths towards the success scenario, as well as the development of instrument and policy recommendations.

Assessment of Stakeholder Groups

In order to gather data and opinions from the three core stakeholder groups as mentioned above as well as include and engage them in the process of thinking about future S&T cooperation between the two regions, we opted for a twofold data collection approach: In the case of policymakers and programme owners, we arranged for physical workshops in the framework of the New Indigo project and beyond. By contrast, we approached the scientists by means of an open email consultation followed by a Delphi survey.

The main reason behind these different ways of approaching the stakeholder groups is the fact that policymakers and programme owners concretely concerned with (and thus knowledgeable about) this form of cooperation are few in number. For these few, however, our preparatory analyses and project experience suggested that they have a good overview of the current state of programmes and future plans. Thus, it makes sense to try to investigate their expertise in more depth and engage them personally, not least because they have a major stake in designing the political framework conditions for the future they are reflecting upon in the foresight analysis.

As regards the programme owners, again, their number is limited, and several of them who are engaged in EU-India cooperation in their national contexts also act as policymakers (especially in the smaller EU member states and in India). It was this group of stakeholders that was most easily accessible via the New Indigo project as they formed part of the consortium as partners or members of the steering committee.

The scientists, however, are a much larger stakeholder group. We avoided to randomly approach large groups of Indian or European scientists and did not invite small groups to give us their individual and, given the large size of the population, unrepresentative views either. Instead, we considered it most reasonable to approach those scientists who already have cooperated. We decided to revert to co-publications as a proxy for cooperation experience, i.e. we looked for scientists from each of the regions who have already published with scientists from the respective other region and engaged them via an online consultation and Delphi survey.

The whole exercise dealt with the constraints proper to international S&T cooperation foresight (cf. Degelsegger, Gruber and Wagner 2011 in EFP Brief 201): increased complexity due to the bi-regional perspective combined with very limited time resources of and difficult access to policymakers. Moreover, members of this stakeholder group are, as said above, in a position not only to assess but to significantly shape the future we aim to look at, which again adds complexity to the process as few relevant variables can be considered totally external. Regarding the scientific community, it is not easy (due to time constraints on their side and negative experiences with policy consultation processes or simply disinterest) to attract those scientists to the foresight exercise who are excellent in their field, willing to cooperate and knowledgeable about science cooperation (and willing to adopt a meta-perspective on what they are doing).

Mediating Different Stakeholder Levels

As depicted in Figure 1 (p. 3), the different stakeholder groups were firstly assessed in parallel and the assessment results of one group then fed into the subsequent discussions in the other group(s): For example, drivers identified by scientists were categorised and prioritised by programme owners and policymakers. In a second Delphi round, the results of these discussions were again presented to the scientists for validation. This implementation method proved very fruitful regarding the participatory aspect of the foresight exercise: while, for example, some of the drivers identified by scientists seemed rather obvious to programme owners or policymakers, usually experts in the field of STI cooperation policy, discussions showed a growing understanding of the scientists’ problems and triggered some revised viewpoints. At the same time, the scientists, confronted with the success scenarios (based on programme-owner assessments of urgent and feasible drivers), came to harmonise and translate their expertise and experiences in a way that the latter could inform recommendations on policy instruments. With regard to the mediation of different stakeholder levels, one of the lessons learnt is that taking the time for a kind of ‘preparatory’ discussions is a necessity. Such discussions are yet not focused on a concrete set of drivers or scenarios but target the topic of cooperation rather openly. While such time may be perceived as wasted on side topics or general statements, it is actually necessary for the group members to align their thinking and experiences with each other and in view of the expected output of the meeting. Even later in the foresight process, participants (not all of whom had participated in the process from the start) had to be given time to start discussions “from zero”. The task of the workshop leader is to pull together and harness the discussions reasonably without frustrating individual input while building understanding for different levels within S&T cooperation.

250 New Indigo Foresight

Figure 1: Relation of different stakeholder levels within the foresight process


Another lesson learnt – which is actually well-known but became quite apparent in this particular international cooperation foresight – is the contradiction of the participatory (integrating all inputs to the extent possible) and the strategy building aspect of success scenario-based foresight: Involving a broad range of stakeholders makes it difficult to avoid a fairly general wish list of success indicators; at the same time, reasonable recommendations beyond commonplace solutions had to be developed. Again, it is upon the process designers and workshop leaders to guide discussions towards an agreed but still fairly concrete selection of instruments.

Outcomes and Impact

New Indigo has had the opportunity to present the results of its foresight study, particularly the short-term programme recommendations, not only in form of a deliverable to the European Commission, but in front of a high-level political stakeholders audience during the regular session of the India Pilot Initiative of the Strategic Forum for International S&T Cooperation (SFIC-IPI) in Vienna on 30 November 2011. The presentation was followed by comments and a discussion with the SFIC-IPI members and contributed to contextualising and complementing the short-term programme recommendations. Additional perspectives were considered in the discussions, for instance regarding the challenges the implementation of the programme recommendations faces in different national contexts, as well as regarding new forms of support to bi-regional collaboration (Networks/Virtual Centres of Excellence, part-time academic personnel exchange etc.). The most prominent outcome of the process is the integration of results into the draft EU-India Joint Strategic Agenda (currently in preparation, see:

In addition, the results and outcomes, particularly the short-term recommendations, have been presented at the second EU-India S&T Cooperation Days in Vienna on 1 December 2011, a multi-stakeholder conference that gathered over 150 participants from India and Europe. The results are available to the public on the New Indigo website (

Funds for Mobility and Platforms for Joint Research

Finally, long- and short-term recommendations towards a 2020 horizon were deducted from the success scenario developed as part of the exercise. In its complete textual form, this success scenario reads as follows:

“By 2020, success in EU-India S&T Cooperation has been achieved by support to activities in each of the three areas of facilitating, funding and training.

With regard to the facilitation of cooperation, researchers have funds and fora available to meet their Indian/European counterparts. A significant number of established multidisciplinary networks of groups and senior scientists form the core of ongoing cooperation. Research funding schemes offer dedicated project top-up funds for mobility. Barriers for short and long-term mobility such as burdensome visa procedures have been removed and, at the same time, brain circulation channels have been opened that also facilitate career development.

Common standards are in place together with a standardisation in the area of IPR, allowing for fair treatment of each partner in bi-regional consortia and avoiding additional administrative efforts for the coordinators of joint projects. Formalised institutional cooperation has increased, for instance in the form of agreements between standardisation agencies (standardisation, joint testing, measurement, data, samples, etc.). Evaluation of collaborative projects and ex-post evaluation of project outcomes is uniform and transparent.

As regards funding, the availability of dedicated public as well as philanthropic financial resources is significantly higher in 2020 than it was in 2010, coupled with an increased and explicit donor commitment. Regular bi-regional calls for proposals with real joint funding (as well as virtual common pot funding programmes complementing bilateral programmes), complemented by co-funding from the European Commission, are in place. Scientists benefit from exchange schemes in the frame of specific research infrastructure in both regions as well as from access to joint infrastructure. In order to allow scientists to quickly find information and access to EU-India S&T cooperation funding, a single entry point information hub (e.g. in form of a website) for all Indian-European research funding offers is available. The results of successful joint multi- and bilateral S&T cooperation are presented to an interested business community in dedicated showcasing conferences, facilitating academia-business-society linkages. Society is involved in designing cooperation policy, priorities and the goals of collaborative research, while science itself applies a transparent and rigorous peer review mechanism.

R&D activities of small and medium enterprises (SMEs) are scanned both in India and Europe and showcased in both regions. Successful or potentially research-performing SMEs are routinely approached to be updated on possible public research partners.

Finally, dedicated funds are available (as part of wider S&T cooperation funding) for hiring outside PhDs who can support the creation of and stabilise long-term exchange between senior scientists. Two-way short-term mobility of postdocs, postdoc exchange schemes supporting young scientists to come back to their home institutions (and countries), and similar programmes are also facilitating brain circulation.

When it comes to training, a central virtual platform exists for preparing, accompanying and motivating multilateral joint research as well as for the development of joint degrees and the exchange of PhDs in sandwich programmes. Activities and results are presented in actual workshops once a year. These support structures trigger significant brain gain in combination with mobility schemes mentioned above, for instance when an Indian fellow spends two years of his/her PhD in Europe and the rest of the time in India or vice versa.

There are mechanisms in place for the development and quality control of joint PhD programmes. Joint programmes take advantage of online and virtual learning systems” (Blasy, C. et al., 2012: 31-32).


Authors: Cosima Blasy

Alexander Degelsegger

Sponsors: New Indigo, co-financed by the European Commission (FP7 )
Type: International (S&T) Cooperation Foresight
Organizer: Centre for Social Innovation (ZSI), Alexander Degelsegger,
Duration: 2010 – 2011
Budget: € 80,000
Time Horizon: 2020
Date of Brief: December 2012

Download EPF Brief No 250_New Indigo Foresight 2012

Sources and References

New Indigo Project website:

Blasy, Cosima; Degelsegger, Alexander; Gruber, Florian; Lampert, Dietmar; Wagner, Isabella (2012): New Indigo International S&T Cooperation Foresight: A study of S&T cooperation future(s) between Europe and India. Project Deliverable 4.5 to the European Commission, online at; last accessed on 13 October 2012.

Degelsegger, Alexander; Gruber; Florian (2010): S&T Cooperation Foresight Europe – Southeast Asia, in: Форсайт (Foresight), 4(3), 56-68.

ipts/Joint Research Centre of the European Commission (2007): Online Foresight Guide. Scenario Building, online at; last accessed on 13 October 2012.

UNIDO (2005): Technology Foresight Manual. Volume 1 – Organization and Methods, Vienna: UNIDO.

Technopolis Group et al. (2008): Drivers of International Collaboration in Research. Background Report 4, online at, last accessed on 24 July 2011.

Georghiou, Luke; Cassingena Harper, Jennifer; Keenan, Michael; Miles, Ian; Popper, Rafael (2008): The Handbook of Technology Foresight. Concept and Practice. Great Britain: Edward Elgar Publishing Ltd.