Mind the gap: Concluding remarks to the special section

Abstract

In this special issue several scientists and practitioners from various types of organizations have provided their thoughts, opinions and solutions on to how to bridge the gap between technology foresight and market research in previewing the potential of breakthrough technologies. The gap is observed from different perspectives: methodological, temporal, and (even) geographical. Each perspective helps reduce the gap. Most contributions were able to provide empirical support for their solutions. Joseph Schumpeter often spoke about ‘Neue Kombinationen’ (New Combinations), by which he meant that many innovations are the outcome of a combination of two or more existing innovations, technologies or ideas. Renewing science, in particular renewing the methods to preview the potential of breakthrough technologies, also seems to benefit from this type of combination. The papers in this special issue try to close the gap between the scientific disciplines of technology foresight and market research with the aim of improving our ability to predict the potential of breakthrough technologies. Many authors have attempted to preview this potential, both from a theoretical and from a practical perspective. For us, the editors, this is a clear indication that the topic is not only scientifically interesting, but that it is also practically relevant for futures researchers and market researchers. Thus, in this special issue of Technological Forecasting & Social Change, a number of scientists and practitioners have proposed various solutions to narrow the gap. Un and Price from Philips Design recommend involving people at the early stages of technology development. They argue that the gap should not be examined only from the macro-level at which technology foresight and market research usually take place. Instead, they emphasize the importance of focusing on people research, which is “aimed at understanding people, their values and needs, in the context of their daily lives, rather than sizing up potential markets and competitors the way it is done in