Evaluating a space for co-innovation: Practical application of nine principles for co-innovation in five innovation projects

Coutts, Jeff; White, Toni; Blackett, Paula; Rijswijk, Kelly; Bewsell, Denise; Park, Nicola; Turner, James A.; Botha, Neels

doi:10.1177/0030727017708453

Cited by 30 publications

(28 citation statements)

References 29 publications

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“…So depending on the problems' complexity, different approaches need to be chosen, defined as dynamic research configurations by Schut et al (2014), or these are dictated by circumstances. The question for each project faced was: 'which one(s) of the nine co-innovation principles (Coutts et al, 2016) is/are most important to achieve change and when should they be applied to best effect?' The extent and depth to which co-innovation principles were applied differed between projects.…”

Section: Discussionmentioning

confidence: 99%

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Addressing complex challenges using a co-innovation approach: Lessons from five case studies in the New Zealand primary sector

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Co-innovation can be effective for complex challenges-involving interactions amongst multiple stakeholders, viewpoints, perceptions, practices and interests across programmes, sectors and national systems. Approaches to challenges in the primary sector have tended to be linear, where tools and outputs are developed by a few, mostly scientists/researchers, and then extended to stakeholders. A co-innovation approach first deciphers and delineates the biophysical, societal, regulatory, policy, economic and environmental drivers, constraints and controls influencing these challenges at multiple levels. Second, stakeholder interactions and perspectives can inform and change the focus as well as help in co-developing solutions to deliver agreed outcomes. However, there is limited systematic and comparative research on how coinnovation works out in different projects. Here we analyse the results of applying a co-innovation approach to five research projects in the New Zealand primary sector. The projects varied in depth and breadth of stakeholder engagement, availability of ready-made solutions and prevalence of interests and conflicts. The projects show how and why co-innovation approaches in some cases contributed to a shared understanding of complex problems. Our results confirm the context specificity of co-innovation practices.

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Section: Discussionmentioning

confidence: 99%

“…Each of the projects applied nine principles of co-innovation that underpin and inform activity. These principles were adapted from Nederlof et al (2011) and were deliberated on by Coutts et al (2016).…”

Section: Introductionmentioning

confidence: 99%

Addressing complex challenges using a co-innovation approach: Lessons from five case studies in the New Zealand primary sector

et al. 2017

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“…(2) Shared vision: At the first meeting held in August 2010, a shared vision was agreed amongst group members: 'To restore dairy farmers' confidence and competence in pasture renewal'. This shared vision proved to be very important to the ongoing function of the group as it provided common focus and ownership amongst group members (see also Nederlof andWongtschowski 2011 andCoutts et al 2016). Reassessing this vision in 2014 helped with making sure that the (although renewed and broadened) vision was still shared (Van Mierlo et al 2010).…”

Section: Discussionmentioning

confidence: 99%

“…(3) Variety of relevant actors: A third success factor in the set-up of the PILG was the representation of all actors in the pasture renewal process (see also Coutts et al 2016). This was important because messages were agreed that were workable for all sectors not just selected components.…”

Section: Discussionmentioning

confidence: 99%

Innovation networks to stimulate public and private sector collaboration for advisory services innovation and coordination: the case of pasture performance issues in the New Zealand dairy industry

Rijswijk

Brazendale

2017

The Journal of Agricultural Education and Extension

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Purpose: An innovation network, called the Pasture Improvement Leadership Group (PILG), was formed to improve the quality and consistency of advice provided to dairy farmers in New Zealand, after they expressed dissatisfaction with their pastures. The aim of this paper is to better understand the challenges of forming and maintaining networks to coordinate advisory services, with a focus on the dynamics between public and private sector actors. Methodology: The concept of innovation networks is used to describe the PILG, as well as to diagnose the effectiveness of the PILG, and to identify and discuss critical success factors for the development of an innovation network involving public and private sector actors. Findings: Six critical success factors were identified, such as: a sense of urgency and willingness to work together; sharing a common vision; a broad representation of the involved or affected stakeholders; and having a neutral innovation broker. Challenges remain around the level of interaction and the different incentives of public and private sector actors. Theoretical implication: This work suggests that not only the formation of an innovation network requires careful consideration regarding the purpose, governance, and the type of actors involved, but that the maintenance of an innovation network is equally important. Practical implication: The results have been influential within DairyNZ, providing evidence that innovation networks are effective and consequently are being applied more widely in the New Zealand dairy industry. Originality/Value: This is the first New Zealand study into the development of innovation networks aimed at collaboration between public and private sector actors in a highly privatised extension system and contributes to the emerging body of work on coordination in pluralistic extension systems. ARTICLE HISTORY

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“…Nine principles for co-innovation in practice are discussed by Coutts et al (2017) in their paper 'Evaluating a space for co-innovation: Practical application of nine principles for co-innovation in five innovation projects'. They showed how the activities of five co-innovation projects in New Zealand were guided by nine principles that are based upon Nederlof et al (2011).…”

Section: Papers In This Special Issuementioning

confidence: 99%

Using a co-innovation approach to support innovation and learning: Cross-cutting observations from different settings and emergent issues

et al. 2017

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Co-innovation has gained interest in recent years as an approach to tackle issues in agriculture and natural resource management. Co-innovation requires new roles for researchers supporting these processes and enabling settings in the programs they work in and the organizations they pertain to. The contributions to this special issue explore experiences with co-innovation in different settings from different angles. The special issue presents several studies on co-innovation in a large program in New Zealand, a study based on an EU Horizon 2020 project in the Czech Republic, The Netherlands, Spain, Sweden and the United Kingdom as well as co-innovation experiences from Uruguay and Tanzania. Cross-cutting findings and emergent issues include (i) the need to consider the issue of simultaneously scaling both co-innovation project results and the co-innovation practice, (ii) the issue of flexibility in pace of co-innovation to allow different participants to converge and the flexibility in learning space needed to enable reflection, (iii) the issue of changing the dominant logics of the innovation systems in which co-innovation is embedded and (iv) the need for reflexive monitoring to support processes of co-innovation and their institutional embedding.

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Evaluating a space for co-innovation: Practical application of nine principles for co-innovation in five innovation projects

Cited by 30 publications

References 29 publications

Addressing complex challenges using a co-innovation approach: Lessons from five case studies in the New Zealand primary sector

Addressing complex challenges using a co-innovation approach: Lessons from five case studies in the New Zealand primary sector

Innovation networks to stimulate public and private sector collaboration for advisory services innovation and coordination: the case of pasture performance issues in the New Zealand dairy industry

Using a co-innovation approach to support innovation and learning: Cross-cutting observations from different settings and emergent issues

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