Managing Emerging Technologies for Socio-Economic Impact
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Managing Emerging Technologies for Socio-Economic Impact

Edited by Dimitris G. Assimakopoulos, Ilan Oshri and Krsto Pandza

The development of emerging technologies demands a rapidly expanding knowledge base and intensive collaboration across organizational, institutional and cultural borders. This book is the first of its kind to focus on the management of key emerging technologies and their social and economic impact in Europe. Split into four parts, across seventeen chapters, the scholars offer multiple levels of analysis concerning the management of emerging technologies across various sectors ranging from nanotechnology, renewable energy and cloud computing to synthetic biology and particle therapy for cancer.
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Chapter 13: Managing structural ambiguity in collaborative R & D policy making

Miriam Wolf and Terence A. Wilkins


Fostering innovation and supporting management of emerging technologies is not only a challenge on the company level but becomes even more complex when it comes to policy making. Throughout recent decades, states have been stepping back from their traditional role as a supplier of policies, and actors from outside the traditional policy-making system are increasingly engaging in the policy-making process (Hajer and Wagenaar, 2003). With this, companies, universities and civil society organizations are becoming political actors, directly involving in the policy elaboration process (Fischer, 2003; Rhodes 1996). Especially complex and technical policy areas such as research and development (R & D) policy are no longer subject to top-down decision making but have become processes of negotiation and consultation among a variety of actors (Kuhlmann, 2001; Jorgensen et al., 2006) who draw on different and sometimes competing frames of meaning, diverse interests and backgrounds (Hoffmann and Ventresca, 1999; Hajer and Wagenaar, 2003).

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