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To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1468-2427.2010.00910.x Byline: JOSE M. BARRUTIA (1), CARMEN ECHEBARRIA (1) Keywords: policy network; evolution; management; Local Agenda 21; quality promotion; cluster associations; transversely; internally Abstract: Abstract The need to analyse policy networks (PNs) from an evolutionary perspective has been pinpointed by the three traditions of network research as one of the main gaps in the study of networking. This article examines successful networking practices in the Basque Country over an 18-year period, taking in cluster associations, quality promotion and Local Agenda 21 promotion. Based on the Basque experience and on previous knowledge of PNs, we develop a new framework that explains their transverse evolution. We propose that asymmetric motivation, power dispersion and previous success are the main 'disruptive drivers' that explain why PNs come to life and evolve transversely by driving new PNs. Resume Les trois axes traditionnels de recherches sur les reseaux ont etabli la necessite d'analyser les reseaux d'action publique dans leur evolution, cette perspective constituant l'une des grandes lacunes des etudes dans ce domaine. L'article examine les pratiques efficaces de creation de reseaux au sein du Pays basque sur une periode de dix-huit ans, en englobant poles economiques, valorisation de la demarche Qualite et promotion de l'Agenda 21 local. A partir de l'experience basque et des connaissances existantes sur les reseaux de politique publique, un nouveau cadre est elabore pour expliquer l'evolution transversale de ces reseaux. L'asymetrie des motivations, la dispersion du pouvoir et les reussites anterieures constituent les principaux 'facteurs de rupture' qui eclairent la naissance des reseaux d'action publique et leur evolution transversale en suscitant a leur tour de nouveaux reseaux. Author Affiliation: (1)Faculty of Economics and Business, University of the Basque Country, Spain Article note: Jose M. Barrutia (josemaria.barrutia@ehu.es) and Carmen Echebarria (carmen.etxebarria@ehu.es), Faculty of Economics and Business, University of the Basque Country, Avda. Lehendakari Aguirre 83, 48015 Bilbao, Spain.

This research proposes an integral model of cocreation processes before, during, and after a trip affecting customer value and anteceded by tourist expertise. Beyond prevailing task-related (coproduction) processes and the more recently contemplated social processes, we consider mental cocreation using the concept of mental time travel (forward and backward). Findings from 428 tourist responses reveal the great potential of these novel cocreation forms, showing that imagining a forthcoming trip and remembering the travel afterwards are important affective value drivers, as is interacting with locals and employees. Overall, these play a more prominent role than task-related processes. Likewise, we found that tourist expertise is a major antecedent of cocreation and precursor of value. Managers could encourage tourist cocreation by applying customer education strategies, stimulating activities with high community contact, and using virtual tools to intensify thoughts and memories of past and future travel experiences. Technology may be key in achieving this. [ABSTRACT FROM AUTHOR]

This article studies the contribution of exploitative and explorative innovation to the perceptions of economic and social value of local authorities in charge of sustainability-related innovation. The model proposed is tested capturing the perceptions of 656 local authorities. The research findings contribute evidence of complex linkages between innovation forms (i.e. exploitative and explorative) and facets of perceived value. Overall, the link between the perceptions of both forms of innovation and economic value fits March's (1991) view. A positive effect of both exploitative and explorative innovation on economic value is found, coupled with a negative interaction effect. The influence of exploitative innovation is stronger than that of explorative innovation. However, this is only part of the story. We also consider the link between exploitative/explorative innovation and one additional facet of value: social value (in the form of network identification). The roles of both predictors are virtually opposite: identification is mostly explained by explorative innovation, rather than exploitative innovation. The social value dimension considered in this research adds an explanation as to why public organisations may focus on exploration or combine both exploitation and exploration. Points for practitioners: • Public managers may focus on exploitative innovation (when economic value considerations are dominant) and on explorative innovation (when social value thinking prevails), or combine both activities. • Network promoters should not assume that public managers favour exploitative innovation over explorative innovation. [ABSTRACT FROM AUTHOR]