مقاله انگلیسی رایگان در مورد اکوسیستم نوآوری سیستم بهداشت شخصی

مقاله سال 2016

Foresight has been long recognised as an instrument that can be applied to “wiring up” innovation systems (Martin and Johnston, 1999). Activities have been undertaken with the aim of addressing the weak points in innovation systems (or ecosystems1 ) — such as poor connections between those concerned with scientific research and with the commercial exploitation of knowledge (Smits and Kuhlmann, 2004). Foresight processes can help to diagnose weaknesses in innovation ecosystems by bridging some of the gaps in innovation networks through interaction between stakeholders in participative and inclusive processes. While a number of large-scale foresight activities are concerned with national innovation systems (Georghiou et al., 2008; Könnölä et al., 2009; Havas et al., 2010), many others have been conducted at regional and city levels (Dufva et al., 2015; Gavigan et al., 2001; Keller et al., 2015) as well as corporate level (Rohrbeck and Gemünden, 2011; von der Gracht et al., 2010). There are also a number of international studies with an innovation focus (Cagnin and Könnölä, 2014; Brummer et al., 2008). This is understandable, given that innovation ecosystems can be considered as combining different layers — including organisational, sectoral, regional, national and international dimensions. However, the interconnectedness of these layers has not received sufficient attention in foresight literature and practise (Dufva et al., 2015). This may be problematic, given that innovation processes (including both the development and successful diffusion and adoption of innovations) are subject to framework conditions within and across multiple layers of innovation ecosystems.

Some of these linkages were highlighted by Miles and Keenan (2002), who looked at some of the rationales of linking regional foresight activities to those undertaken or underway at the national level: 1. To conform to national requirements to undertake an exercise, or to disseminate the results of a national foresight exercise into the regions 2. To utilise information from national foresight activities 3. To access the networks established in national foresight exercises 4. To become part of an ongoing national exercise 5. To stimulate regional foresight activities, or to reinforce those that are underway 6. To participate actively in the design of foresight programming and implementation.

Similar rationales apply when international, national, regional and organisational foresight exercises are linked — and not only from a broader geographical area but also to a more narrow one. Since much innovation occurs at relatively local levels, understanding the processes here can be vital for activity at broader levels. Interconnection between foresight exercises — at the same level or across layers — can increase their dissemination, ownership and chances for the implementation of recommendations (Saritas, 2006).