Search

This paper makes three contributions to the field of transition research. First, it sheds light on how the concept of translation can contribute to a better understanding of agency in niche development. Second, it articulates how the local–global distinction in the strategic niche management (SNM) approach relates to the levels in the multi-level perspective. Third, the article is empirically novel by presenting a radical sustainable innovation in Dutch water management (‘New Rivers’). [ABSTRACT FROM AUTHOR]

Strategic niche management (SNM), a tool to understand and manage radical socio-technical innovations and facilitate their diffusion, has always departed from a technical artefact. Many radical innovations, however, do not revolve around such an artefact. Social entrepreneurship is a new business model that combines a social goal with a business mentality and is heralded as an important new way to create social value such as sustainability. This study examines if and how SNM can be applied to such a social innovation. It identifies theoretical and practical limitations and proposes solutions. The main conclusion is that SNM can be used to analyse radical social innovation, although it requires rethinking the initial entry point for research and management. Exemplifying quotes are proposed as an alternative. Second, this paper suggests using values to describe niche-regime interaction as a better way to anticipate future niche-regime interactions. [ABSTRACT FROM AUTHOR]

The aim of the present paper is to show how (informal) responsibility issues within the context of a network are essentially related with the way networks are organised in order to pursue their objectives. We conceive of organisations as having at least three relevant dimensions: power, coordination and control. The case of the Dutch manure processing factory Promest is analysed in terms of these three dimensions. The analysis provides an illustration of how the dimensions enable actors to discharge their responsibilities, thereby offering insight in responsibility issues within a group of actors and contributing to the prevention of the problem of many hands. [ABSTRACT FROM AUTHOR]