Nanotechnology, governance, and public deliberation: What role for the Social Sciences?

In this article we argue that nanotechnology represents an extraordinary opportunity to build in a robust role for the social sciences in a technology that remains at an early, and hence undetermined, stage of development. We examine policy dynamics in both the United States and United Kingdom aimed at both opening up, and closing down, the role of the social sciences in nanotechnologies. We then set out a prospective agenda for the social sciences and its potential in the future shaping of nanotechnology research and innovation processes. The emergent, undetermined nature of nanotechnologies calls for an open, experimental, and interdisciplinary model of social science research

Public education institutions as providers of private training programs: Degree apprenticeships in the United Kingdom

The Humboldt model of higher education describes two main missions of universities, i.e. teaching and research; however, this has increasingly been complemented with the third mission of connecting with business and communities through knowledge transfer, valorisation, engagement and training. One important dimension of this third mission is the provision of training programmes which bring numerous benefits to universities and their constituent communities. Yet, closer inspection of this training reveals a complex array of provision and it is argued that the term ‘knowledge transfer’ provides a more accurate picture from a learning perspective. In recent decades, the UK has maintained a laissez-faire approach allowing industry to respond to the market; however, recently there has been a significant change with a new interventionist industrial strategy. The Industrial Strategy document described the University of Sheffield’s Advanced Manufacturing Research Centre (AMRC) as a role model for innovation and economic growth. The AMRC Training Centre will be discussed to provide a practical context with regard to degree apprenticeships and other training which is delivered to employees of approximately 300 companies, including Boeing, McLaren and Rolls Royce which have established manufacturing facilities at the AMRC

Twelve lessons from 'Key Technologies 2005': the French technology foresight exercise

The paper draws lessons from the French technology foresight exercise 'Key Technologies 2005'. It first describes the exercise as it took place: its context and objectives as well as the methodology that was adopted to identify, select and characterize 120 key technologies. Specifically, the paper describes the criteria used to select among the candidate key technologies, and then presents a specific tool which was developed to describe each technology (a characterization grid relating functional market needs and technological solutions to fulfil the generic need). Finally, twelve lessons are discussed. These deal with both the content of the foresight results and the methodology of running a technology foresight at national level. Copyright © 2003 John Wiley & Sons, Ltd.