TY - JOUR
T1 - Structural innovations
T2 - towards a unified perspective?
AU - Howells, Jeremy
AU - Edler, Jakob
N1 - Funding Information:
5. IDEAS at Daresbury (Innovation, Design, Entre-preneurship and Science) is a novel collaboration of the busi-ness/management schools of three stakeholder universities, along with Lancaster University’s Design Thinking and Innova-tion Laboratory, Imagination. The initiative is further supported by the Science and Technology Facilities Council, the North-west Regional Development Agency and Daresbury SIC. The mission of IDEAS at Daresbury is to promote effective knowledge exchange at the interface of SMEs, large corpora-tions, universities and strategic government funded science and will drive innovation into primarily high-tech micro busi-nesses located within the DSIC network and related regional facilities. See <http://www.daresburysic.co.uk/collaborative partnerships/ukcollaborations/ideas-at-daresbury>.
Funding Information:
Significant parts of this article arise out of research funded by the UK Economic and Social Research Council (Grant Number ESRC RES-171-25-0038) as part of the Impact of Higher Education Institutions in Regional Economies Programme. Thanks also go to the anonymous reviewers for their very helpful comments on earlier drafts of this article.
PY - 2011/3/1
Y1 - 2011/3/1
N2 - This article argues that the intervention to generate structural innovations and with it the structural interaction between organisation actors can be understood as attempts to tackle system failures in innovation systems, mainly as regards networking and actor capabilities. However, these interventions are challenging, they often rest on simplistic assumptions on interaction and networking needs and potentially generate dysfunctional systemic effects. These challenges are discussed using illustrations of structural innovations to improve industry-academic collaborations in the UK and Germany. The article then concludes with a conceptual and policy discussion of opportunities, challenges and unintended consequences of deliberate structural innovation and intervention in structural interaction.
AB - This article argues that the intervention to generate structural innovations and with it the structural interaction between organisation actors can be understood as attempts to tackle system failures in innovation systems, mainly as regards networking and actor capabilities. However, these interventions are challenging, they often rest on simplistic assumptions on interaction and networking needs and potentially generate dysfunctional systemic effects. These challenges are discussed using illustrations of structural innovations to improve industry-academic collaborations in the UK and Germany. The article then concludes with a conceptual and policy discussion of opportunities, challenges and unintended consequences of deliberate structural innovation and intervention in structural interaction.
UR - http://www.scopus.com/inward/record.url?scp=79955424847&partnerID=8YFLogxK
U2 - 10.3152/030234211X12924093660598
DO - 10.3152/030234211X12924093660598
M3 - Article
AN - SCOPUS:79955424847
SN - 0302-3427
VL - 38
SP - 157
EP - 167
JO - Science and Public Policy
JF - Science and Public Policy
IS - 2
ER -