آینده نگری و نوآوری در زمینه خوشه های صنعتی: مورد برخی از مناطق ایتالیایی

Critical technology list and interactive workshops, with the participation of entrepreneurs of SMEs and technologists, are more suited to foster the transfer of technologies that have overcome the initial stage of the life cycle and that have been already applied in other sectors. However, when radical innovations are needed in order to face the challenges posed by global competition, other methodologies, as Scenarios, are more appropriate. Even if these approaches are complex and time and resource consuming, they may be very effective in actively involving the most relevant private and public stakeholders of a district, and in making them to envisage the long term future of the economic, social, and cultural structure of their district. In this way Foresight drives the small entrepreneurs, the district stakeholders and the medium and large size firms to play the critical roles of Nonaka and Takeuchi's “frontline employees”, “senior managers” and “middle managers” in their “knowledge creating company”: the first ones grasp what the district is; the second ones build the vision of what it ought to be; the third ones, serve as a bridge between the future and the present.