China’s economic transition has, on the face of it, presented the All-China Federation of Trade Unions (ACFTU) and its affiliated “grassroots” branches with a crisis similar to that experienced by unions in many other countries in the same period. Not only did membership decline, but the penetration of union organization fell dramatically. This crisis has typically been viewed as a symptom of the inherent weakness of Chinese unions in a state corporatist system. Over the last decade or so, however, the ACFTU, as well as grassroots movements, have sought to reinvigorate union organization and to realign its role in the workplace. In this paper, we report on case studies of grassroots unions innovations focused on both improving working conditions and developing a stronger represe ntational role. These developments, we suggest, present a puzzle: namely, how have Chinese unions managed to develop a more representational role associated with autonomous union movements, but in a systems where formally they remained subservient to the Party-State? This paper argues that this apparent puzzle can be explained by the role that grassroots unions play in supporting rank-and-file workers through representational functions. This role, we suggest, has created space for more autonomous action.
{"title":"What are Chinese Unions Doing? Explaining Innovation & Change in Grassroots Unions","authors":"Youqing Fan, P. Gahan","doi":"10.2139/ssrn.2113221","DOIUrl":"https://doi.org/10.2139/ssrn.2113221","url":null,"abstract":"China’s economic transition has, on the face of it, presented the All-China Federation of Trade Unions (ACFTU) and its affiliated “grassroots” branches with a crisis similar to that experienced by unions in many other countries in the same period. Not only did membership decline, but the penetration of union organization fell dramatically. This crisis has typically been viewed as a symptom of the inherent weakness of Chinese unions in a state corporatist system. Over the last decade or so, however, the ACFTU, as well as grassroots movements, have sought to reinvigorate union organization and to realign its role in the workplace. In this paper, we report on case studies of grassroots unions innovations focused on both improving working conditions and developing a stronger represe ntational role. These developments, we suggest, present a puzzle: namely, how have Chinese unions managed to develop a more representational role associated with autonomous union movements, but in a systems where formally they remained subservient to the Party-State? This paper argues that this apparent puzzle can be explained by the role that grassroots unions play in supporting rank-and-file workers through representational functions. This role, we suggest, has created space for more autonomous action.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125542993","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Conservation agriculture innovations offer a new paradigm for agricultural research and development. While examining the total innovation-decision process, one can see how the farmers observe innovations (knowledge), relate to images and message within technological innovations (persuasion), formulate a want for item (decision), actively pursue the desire for item (implementation), and ultimately decide whether future uses of technologies / are desirable (confirmation). The adoption of Conservation Agriculture innovations can be facilitated by locally identified and specially trained group leaders or by promoters. For the success, farmers will need to be in forefront for helping in identification, development and deployment of Conservation Agriculture innovations. Developing and promoting RCT systems is highly demanding in terms of knowledge base. This will call for greatly enhanced capacity of scientists to address the prevailing problems / constraints from a systems perspective and be able to work in close partnerships with farmers and other stakeholders. There is also need to strengthen the knowledge and information-sharing mechanisms. Improvement in coordination amongst various stakeholders like research, extension service, farmers, service providers, agricultural machinery, and manufacturers for transfer of technologies will play a pivotal role in accelerating the Conservation Agriculture.
{"title":"Decision Process Innovations, Constraints and Strategies for Adoption of Conservation Agriculture","authors":"M. Meena, Krishna M. Singh","doi":"10.2139/ssrn.2088710","DOIUrl":"https://doi.org/10.2139/ssrn.2088710","url":null,"abstract":"Conservation agriculture innovations offer a new paradigm for agricultural research and development. While examining the total innovation-decision process, one can see how the farmers observe innovations (knowledge), relate to images and message within technological innovations (persuasion), formulate a want for item (decision), actively pursue the desire for item (implementation), and ultimately decide whether future uses of technologies / are desirable (confirmation). The adoption of Conservation Agriculture innovations can be facilitated by locally identified and specially trained group leaders or by promoters. For the success, farmers will need to be in forefront for helping in identification, development and deployment of Conservation Agriculture innovations. Developing and promoting RCT systems is highly demanding in terms of knowledge base. This will call for greatly enhanced capacity of scientists to address the prevailing problems / constraints from a systems perspective and be able to work in close partnerships with farmers and other stakeholders. There is also need to strengthen the knowledge and information-sharing mechanisms. Improvement in coordination amongst various stakeholders like research, extension service, farmers, service providers, agricultural machinery, and manufacturers for transfer of technologies will play a pivotal role in accelerating the Conservation Agriculture.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"394 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132068670","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Crowd sourcing is one of the many ways in which firms can engage in open innovation. Firms looking for ideas from outside furthermore have to decide whether they want to perform a one-shot broadcast search or whether they want to adopt a more iterative process. While one-shot broad- cast search is relatively well covered in the literature, far less attention has been paid to iterative sampling. The latter mode of sampling, however, is likely to become more and more prevalent as firms move to adopt social media. An important feature of social media is that the crowd that is addressed is aware of itself given that the members of crowd use social media mainly to monitor their peers. Hence it is no longer save to assume that ideas are generated independently. This has several consequences. One-shot broad-cast search has been analyzed by Kornish and Ulrich (2011) on the basis of idea-contests they ran in classroom settings.In particular, they looked at the number of unique ideas that were generated in their experiments and tried to ascertain whether the most valued ideas were surrounded by many similar ideas or not. In this paper we look at data from an idea contest that was organized by Slate on Twitter in 2010. Applying the framework of analysis proposed by Kornish and Ulrich, it appears that the use of social media will limit redundancy but at the same time bias the search.
{"title":"Using Social Media to Sample Ideas: Lessons from a Slate-Twitter Contest","authors":"Matthijs L. den Besten","doi":"10.2139/ssrn.2049796","DOIUrl":"https://doi.org/10.2139/ssrn.2049796","url":null,"abstract":"Crowd sourcing is one of the many ways in which firms can engage in open innovation. Firms looking for ideas from outside furthermore have to decide whether they want to perform a one-shot broadcast search or whether they want to adopt a more iterative process. While one-shot broad- cast search is relatively well covered in the literature, far less attention has been paid to iterative sampling. The latter mode of sampling, however, is likely to become more and more prevalent as firms move to adopt social media. An important feature of social media is that the crowd that is addressed is aware of itself given that the members of crowd use social media mainly to monitor their peers. Hence it is no longer save to assume that ideas are generated independently. This has several consequences. One-shot broad-cast search has been analyzed by Kornish and Ulrich (2011) on the basis of idea-contests they ran in classroom settings.In particular, they looked at the number of unique ideas that were generated in their experiments and tried to ascertain whether the most valued ideas were surrounded by many similar ideas or not. In this paper we look at data from an idea contest that was organized by Slate on Twitter in 2010. Applying the framework of analysis proposed by Kornish and Ulrich, it appears that the use of social media will limit redundancy but at the same time bias the search.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122018569","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Improving organizational participation is becoming more and more important as organizations are trying to shift from a bureaucratic model based on work specialization and division of labor towards knowledge-intensive organizations built on competence sharing and team working. The aim of this paper is to investigate participation in decision making mediated by e-mail (e-PDM) among organizational members that are in similar hierarchical positions. The conceptual background of the study integrates the organizational theories on PDM and the computer-mediated communication (CMC) literature. Data analysis, based on an empirical research conducted in an Italian governmental agency, investigates the factors that affect the adoption of horizontal e-PDM in the workplace and to what extent this is mediated by the interplay between technology and social context. Our results suggest that social structuration of technology and social processes in organizations do have an impact on e-mail use for participative purposes, and that, along with group characteristics, leadership plays a major role in enabling work group members to increase horizontal e-PDM.
{"title":"The Effect of E-Mail Use and Adoption on Organizational Participation: The Case of a Public Administration","authors":"Alessia Sammarra, R. Dandi, C. Muzzi, L. Biggiero","doi":"10.3233/HSM-2010-0711","DOIUrl":"https://doi.org/10.3233/HSM-2010-0711","url":null,"abstract":"Improving organizational participation is becoming more and more important as organizations are trying to shift from a bureaucratic model based on work specialization and division of labor towards knowledge-intensive organizations built on competence sharing and team working. The aim of this paper is to investigate participation in decision making mediated by e-mail (e-PDM) among organizational members that are in similar hierarchical positions. The conceptual background of the study integrates the organizational theories on PDM and the computer-mediated communication (CMC) literature. Data analysis, based on an empirical research conducted in an Italian governmental agency, investigates the factors that affect the adoption of horizontal e-PDM in the workplace and to what extent this is mediated by the interplay between technology and social context. Our results suggest that social structuration of technology and social processes in organizations do have an impact on e-mail use for participative purposes, and that, along with group characteristics, leadership plays a major role in enabling work group members to increase horizontal e-PDM.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126816309","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Anatoliy A. (Anatolii) Shiyan (Shyian), L. Nikiforova
The mechanism for correcting the innovation institutions in Russia and Ukraine, which follows from the game model, is proposed. History of origins of innovation institutions in Russia and Ukraine is described. The necessary conditions for the innovator and the company are obtained. The markers to indicate the innovator is presented. It is shown that the transmission of signals from innovators to companies is different in Russia and Ukraine. The main difference between Russia and Ukraine in economic education is established. It is shown that both international and domestic policy should be used to achieve the effect.
{"title":"Why Do Inefficient Innovation Institutions Exist in Russia and Ukraine? Mechanisms for Correcting Them","authors":"Anatoliy A. (Anatolii) Shiyan (Shyian), L. Nikiforova","doi":"10.2139/ssrn.1981199","DOIUrl":"https://doi.org/10.2139/ssrn.1981199","url":null,"abstract":"The mechanism for correcting the innovation institutions in Russia and Ukraine, which follows from the game model, is proposed. History of origins of innovation institutions in Russia and Ukraine is described. The necessary conditions for the innovator and the company are obtained. The markers to indicate the innovator is presented. It is shown that the transmission of signals from innovators to companies is different in Russia and Ukraine. The main difference between Russia and Ukraine in economic education is established. It is shown that both international and domestic policy should be used to achieve the effect.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-01-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126295666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We study a setting wherein a divisional manager undertakes personally costly effort to improve the profitability of an investment project. The manager's choice of innovation effort is subject to a holdup problem because of the ex post opportunism on the part of headquarters. We analyze and contrast the performance of centralized and delegated forms of investment decision-making. We find that delegation improves the manager's innovation incentives. We identify conditions for each of the two organizational forms to emerge as the optimal choice, and relate these conditions to characteristics of firms' investment opportunity sets.
{"title":"Incentives for Innovation and Centralized versus Delegated Capital Budgeting","authors":"S. Dutta, Qintao Fan","doi":"10.2139/ssrn.1910171","DOIUrl":"https://doi.org/10.2139/ssrn.1910171","url":null,"abstract":"We study a setting wherein a divisional manager undertakes personally costly effort to improve the profitability of an investment project. The manager's choice of innovation effort is subject to a holdup problem because of the ex post opportunism on the part of headquarters. We analyze and contrast the performance of centralized and delegated forms of investment decision-making. We find that delegation improves the manager's innovation incentives. We identify conditions for each of the two organizational forms to emerge as the optimal choice, and relate these conditions to characteristics of firms' investment opportunity sets.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"85 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114723295","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-01-03DOI: 10.1108/14715201211246823
Ian D. Parkman, Samuel S. Holloway, Helder J. Sebastiao
The creative industries consist of profit-oriented enterprises involved in the creation, production, and distribution of arts, cultural, and creative goods and services. Scholars examining the creative industries have largely focused on the characteristics of individual art-entrepreneurs or the macroeconomic benefits of creative clusters, but have not explored potential antecedents to firm-level performance. Employing data from architectural design organizations, we examine entrepreneurial orientation (EO) and innovation capacity (IC) as potential antecedents of two measures of firm performance; individual project success (PS) and overall firm competitive advantage (CA). In the context of the creative industries, EO takes the form of entrepreneurial approaches, strategies, and actions taken by firm managers, while IC represents the organizational environment that supports the development and maintenance of the firm’s innovative capabilities. Our results suggest that IC mediates the EO – performance relationship for both individual projects and in terms of achieving competitive advantage. This implies that to be successful, creative industry firms must be able to both recognize opportunities and develop and manage the right mix of creative capabilities to exploit those opportunities.
{"title":"Creative Industries: Aligning Entrepreneurial Orientation and Innovation Capacity","authors":"Ian D. Parkman, Samuel S. Holloway, Helder J. Sebastiao","doi":"10.1108/14715201211246823","DOIUrl":"https://doi.org/10.1108/14715201211246823","url":null,"abstract":"The creative industries consist of profit-oriented enterprises involved in the creation, production, and distribution of arts, cultural, and creative goods and services. Scholars examining the creative industries have largely focused on the characteristics of individual art-entrepreneurs or the macroeconomic benefits of creative clusters, but have not explored potential antecedents to firm-level performance. Employing data from architectural design organizations, we examine entrepreneurial orientation (EO) and innovation capacity (IC) as potential antecedents of two measures of firm performance; individual project success (PS) and overall firm competitive advantage (CA). In the context of the creative industries, EO takes the form of entrepreneurial approaches, strategies, and actions taken by firm managers, while IC represents the organizational environment that supports the development and maintenance of the firm’s innovative capabilities. Our results suggest that IC mediates the EO – performance relationship for both individual projects and in terms of achieving competitive advantage. This implies that to be successful, creative industry firms must be able to both recognize opportunities and develop and manage the right mix of creative capabilities to exploit those opportunities.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133044059","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-01-01DOI: 10.4018/978-1-61350-341-6.CH004
J. Maarse, M. Bogers
This chapter proposes an integrative model for internal and external commercialization of technology-driven innovation. It particularly addresses how firms can practically use external technology commercialization, which is a type of open innovation that is not yet fully understood by academics and managers alike. The chapter first reviews dominant literature and frameworks in the areas of innovation, technology-driven innovation, and external technology commercialization. It subsequently develops an integrative model of technology-driven innovation and external technology commercialization, which combines various extant frameworks of internal and external commercialization of internal technologies and thereby provides a holistic understanding of what it takes to successfully commercialize technology. The model presents various phases in the process from technology to commercialization, such as divergence, convergence, technology transfer, development, validation, commercialization, and product line expansion, and presents the relevant intersections and the alternative commercialization paths. Hereby, this chapter provides a holistic perspective and a practical tool for managers seeking viable commercialization opportunities inside or outside of their firm boundaries.
{"title":"An Integrative Model for Technology-Driven Innovation and External Technology Commercialization","authors":"J. Maarse, M. Bogers","doi":"10.4018/978-1-61350-341-6.CH004","DOIUrl":"https://doi.org/10.4018/978-1-61350-341-6.CH004","url":null,"abstract":"This chapter proposes an integrative model for internal and external commercialization of technology-driven innovation. It particularly addresses how firms can practically use external technology commercialization, which is a type of open innovation that is not yet fully understood by academics and managers alike. The chapter first reviews dominant literature and frameworks in the areas of innovation, technology-driven innovation, and external technology commercialization. It subsequently develops an integrative model of technology-driven innovation and external technology commercialization, which combines various extant frameworks of internal and external commercialization of internal technologies and thereby provides a holistic understanding of what it takes to successfully commercialize technology. The model presents various phases in the process from technology to commercialization, such as divergence, convergence, technology transfer, development, validation, commercialization, and product line expansion, and presents the relevant intersections and the alternative commercialization paths. Hereby, this chapter provides a holistic perspective and a practical tool for managers seeking viable commercialization opportunities inside or outside of their firm boundaries.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134193602","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
L. Lo Schiavo, M. Delfanti, E. Fumagalli, V. Olivieri
For a long time considered as technologically mature, electric systems are now facing a period of rapid changes. The advent of smart grids, smart meters and electromobility is creating new challenges not only in terms of technological innovation but also in terms of economic and technical regulation. This paper focuses on the latter and, taking Italy as a case study, analyses how energy regulation can change to embrace and to stimulate innovation in power systems and electricity markets.Accordingly, we describe the most relevant and recent regulatory decisions on technical innovation, keeping the focus on the regulatory process. Indeed, the Italian case is interesting for a number of reasons, that go beyond its well-known leadership position in the area of smart metering and the related mandatory introduction of Time of Use pricing for a large share of consumers. Italy is facing a dramatic increase in RES (Renewable Energy Sources) penetration: several regulatory developments were introduced to favour the integration of intermitted generation and the transformation of distribution grids in active networks, capable of accommodating DG (Dispersed Generation) units. The paper details the regulator’s commitment to provide the right economic incentives for distribution network operators to invest in demonstration projects for smart grids (and, in perspective, for a wide roll-out of active grids, on the basis of an output-based incentive scheme). Significant steps forward have also been made to ensure an efficient development of Electrical Vehicle recharging infrastructures.We found that several lessons of experience can be drawn from this case study and we believe them useful for other national regulatory authorities. By looking at the regulatory process, more than at the specific solutions and mechanisms adopted (often related to country-specific factors), the main messages are the following. Power system will be profoundly impacted by technological innovation and regulators should invest in building a robust and up-to-date technical knowledge over which to ground their proposals; Key indicators are necessary to cope with RES integration: this paper presents two of them (Reverse Power-flow Time, RPT, and Psmart) that can be used elsewhere; In an initial phase, regulators can get valuable information from demonstration projects, that are an intermediate step between laboratory tests (and prototypes) and full deployment of innovative solutions; Moving to output-based regulation is the efficient choice for full deployment of innovative solutions; The role of regulation is crucial in ensuring that value for the customers is extracted from innovative investments (such as in smart metering) Innovation creates new challenges: regulators have to identify the new border between regulated companies and the competitive market (for instance in the case of electromobility Integration of the different innovations (smart grids, smart metering, electromobility and s
{"title":"Changing the Regulation for Regulating the Change: Innovation �? Driven Regulatory Developments in Italy: Smart Grids, Smart Metering and E�?Mobility","authors":"L. Lo Schiavo, M. Delfanti, E. Fumagalli, V. Olivieri","doi":"10.2139/ssrn.1963734","DOIUrl":"https://doi.org/10.2139/ssrn.1963734","url":null,"abstract":"For a long time considered as technologically mature, electric systems are now facing a period of rapid changes. The advent of smart grids, smart meters and electromobility is creating new challenges not only in terms of technological innovation but also in terms of economic and technical regulation. This paper focuses on the latter and, taking Italy as a case study, analyses how energy regulation can change to embrace and to stimulate innovation in power systems and electricity markets.Accordingly, we describe the most relevant and recent regulatory decisions on technical innovation, keeping the focus on the regulatory process. Indeed, the Italian case is interesting for a number of reasons, that go beyond its well-known leadership position in the area of smart metering and the related mandatory introduction of Time of Use pricing for a large share of consumers. Italy is facing a dramatic increase in RES (Renewable Energy Sources) penetration: several regulatory developments were introduced to favour the integration of intermitted generation and the transformation of distribution grids in active networks, capable of accommodating DG (Dispersed Generation) units. The paper details the regulator’s commitment to provide the right economic incentives for distribution network operators to invest in demonstration projects for smart grids (and, in perspective, for a wide roll-out of active grids, on the basis of an output-based incentive scheme). Significant steps forward have also been made to ensure an efficient development of Electrical Vehicle recharging infrastructures.We found that several lessons of experience can be drawn from this case study and we believe them useful for other national regulatory authorities. By looking at the regulatory process, more than at the specific solutions and mechanisms adopted (often related to country-specific factors), the main messages are the following. Power system will be profoundly impacted by technological innovation and regulators should invest in building a robust and up-to-date technical knowledge over which to ground their proposals; Key indicators are necessary to cope with RES integration: this paper presents two of them (Reverse Power-flow Time, RPT, and Psmart) that can be used elsewhere; In an initial phase, regulators can get valuable information from demonstration projects, that are an intermediate step between laboratory tests (and prototypes) and full deployment of innovative solutions; Moving to output-based regulation is the efficient choice for full deployment of innovative solutions; The role of regulation is crucial in ensuring that value for the customers is extracted from innovative investments (such as in smart metering) Innovation creates new challenges: regulators have to identify the new border between regulated companies and the competitive market (for instance in the case of electromobility Integration of the different innovations (smart grids, smart metering, electromobility and s","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129800481","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper studies how collaborative governance might take place in synergy with the routines and practices of “normal” policy making. We investigated if and how discursive and extra-discursive boundaries from bureaucratic and organizational silos were crossed in boundary concepts, objects and people. Moreover, we studied the limits to this type of collaboration in a case of collaborative governance on the youth domain” – youth welfare and youth care – in the Dutch city of Amsterdam. In this case, participants were confronted with restrictions to their innovative ways of cooperating. The paper addresses the limits and dilemmas that organizers and participants in collaborative governance ran into when faced with the routines and practices of “normal” policy making. Moreover, we seek possible solutions to these dilemma’s and to the boundaries to collaborative governance both from a theoretical point of view and from the practices of the participants in collaborative governance.
{"title":"Innovation Unlimited? Working Across Boundaries in a Case of Collaborative Governance on the ‘Youth Domain’","authors":"T. Metze, S. V. Zuydam","doi":"10.2139/ssrn.1904933","DOIUrl":"https://doi.org/10.2139/ssrn.1904933","url":null,"abstract":"This paper studies how collaborative governance might take place in synergy with the routines and practices of “normal” policy making. We investigated if and how discursive and extra-discursive boundaries from bureaucratic and organizational silos were crossed in boundary concepts, objects and people. Moreover, we studied the limits to this type of collaboration in a case of collaborative governance on the youth domain” – youth welfare and youth care – in the Dutch city of Amsterdam. In this case, participants were confronted with restrictions to their innovative ways of cooperating. The paper addresses the limits and dilemmas that organizers and participants in collaborative governance ran into when faced with the routines and practices of “normal” policy making. Moreover, we seek possible solutions to these dilemma’s and to the boundaries to collaborative governance both from a theoretical point of view and from the practices of the participants in collaborative governance.","PeriodicalId":103805,"journal":{"name":"Innovation & Organizational Behavior eJournal","volume":"191 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114179001","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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