Will Entrepreneurship, Knowledge Management and Foresight Emerge in a System?
This chapter discusses a theme related to methodological settings, learning and knowledge production in the realm of futures studies and foresight. The author focuses on the synergy that comes from combining an entrepreneurial mindset and transdisciplinar
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Will Entrepreneurship, Knowledge Management and Foresight Emerge in a System? Arturs Puga
10.1
Introduction
This chapter discusses a theme related to methodological settings, learning and knowledge production in the realm of futures studies and foresight. The author focuses on the synergy that comes from combining an entrepreneurial mindset and transdisciplinary research with organizational and personal knowledge management activities in the context of foresight initiatives and projects. Evolving ideas and concepts to develop research, which deals with the integration of entrepreneurship, foresight and knowledge management, have been put forward in several nationallevel initiatives, projects and higher education modules in Latvia (2003–2009). Can we perceive already executed or new foresight projects as drivers for entrepreneurial and innovative thinking that enhance the capabilities of research organizations? The answer might be ‘yes’ in one case and ‘no’ in the others. And what would we say about foresight and knowledge management (KM) interrelations? Perhaps not very much for many reasons. In our world, KM has many faces, interpretations and applications, and this field of enquiry deserves a particular place in the foresight area. This chapter describes a number of interrelated elements and processes and tracks how they develop synergies for foresight. The study is structured in the following sections. Section 10.2 informs on the knowledge base of this chapter. The first steps are concerned with explaining the synergy, providing the definitions applied and explaining their value for our research and projects. Section 10.3 looks at the work of foresight organizations (teams) and presents the author’s reflections on their achievements and failures, considering the synergy issues of Latvian foresight activities, as well as experience obtained in European projects. Section 10.4 refers
A. Puga (*) Forward Studies Unit, 13-4, Virsu Street, Riga, Latvia e-mail: [email protected]
M. Giaoutzi and B. Sapio (eds.), Recent Developments in Foresight Methodologies, Complex Networks and Dynamic Systems 1, DOI 10.1007/978-1-4614-5215-7_10, © Springer Science+Business Media New York 2013
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to entrepreneurial KM activities integrated into foresight research and presents a KM case that we can design for the task concerned. The outcomes of these endeavours are identified at the national level. The conclusions to this chapter, in Sect. 10.5, contain thoughts based on the identified challenges concerning possible ways to work more effectively and efficiently in the proposed direction.
10.2 10.2.1
Definitions to Enlighten What Is in the Task Concerned The Knowledge Base for This Chapter
The exploratory studies for this chapter, its theoretical and problem-solving issues, are mostly related to the project ‘Latvia towards Knowledge Societies of Europe: new options for entrepreneurship and employment achieving the goals of the Lisbon strategy’ (the LNELS project) (Puga 2007). This initiative, intended for t
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