How different forms of policy learning influence each other: case studies from Austrian innovation policy-making

Biegelbauer, Peter

doi:10.1080/01442872.2015.1118027

Cited by 25 publications

(13 citation statements)

References 27 publications

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“…Challenges to innovate could also start from a country level intervention, as shown by Canadian farmers moving from a protective industry to an open market (Ferguson & Olert, 2015), or among institutions within regional areas (Pasciaroni, 2016). It seems the innovation process would be non-linear (Golestani & Gras, 2014) and the innovation triggers could come from anywhere (Biegelbauer, 2016). There is no definitive pattern to emerging innovations.…”

Section: Innovationmentioning

confidence: 99%

Control Mechanisms and Leadership Styles: A Conceptual Framework for Innovation Projects

Lukito-Budi

2021

MAJ

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This is a conceptual paper discussing how to undertake innovation in an organization as a project, and the components of the structure and leadership style as factors that support the implementation of the project. It reviews previous research related to organizational, leadership and control theories. It focuses on introducing the role of leadership and control structures into innovation projects. The suggested structure to be adopted is a mixed combination of organic and mechanical structures. This article argues the importance of the existence of a control mechanism to regulate the project; this functions as a set of tools to control the dynamics of the organizational structure in the project. It also reveals transformational leadership as the most suitable leadership style to control and deliver a successful innovation project. At the end, this article proposes several propositions to be tested further in empirical work. Some discussions about optional research methods are also presented.

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Section: Innovationmentioning

confidence: 99%

Control Mechanisms and Leadership Styles: A Conceptual Framework for Innovation Projects

Lukito-Budi

2021

MAJ

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“…Approaches to learning lessons for use in making strategic decisions are being actively studied in the scope of various research fields such as organizational studies [Argote, 2012], the theory of the firm [Penrose, 1959], evolutionary economics [Nelson, Winter, 1982], and technological capabilities [Salisu, Bakar, 2019]. The concept of PL has expanded from public administration [Sabatier, 1988] to other areas including science, technology, and innovation policy studies [Murrall- Smith, 2011, Biegelbauer, 2016, Sanderson, 2002McCann, Ward, 2012]. Depending on the context, PL can be collective [Hall, 1993] or individual [Heclo, 1974].…”

Section: Literature Reviewmentioning

confidence: 99%

“…The first one (technical PL) helped to develop and improve policy tools; the second (conceptual) implied adjusting policy goals and objectives, while the third (social) helped to adjust the strategic vector and basic attitudes. Examples of the use of PL in different countries can be found in [Murrall-Smith, 2011;Biegelbauer, 2016]. [Lieu, 2013] mentions technical PL aimed at improving policy tools and programs and conceptual PL carried out to adjust strategic goals and directions.…”

Section: Literature Reviewmentioning

confidence: 99%

Untitled

2021

Foresight and STI Governance

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The growing share on the aerospace market is due to the increased supply of aircraft components, primarily engines (Figure 5).The changes in the global AM markets' "design" among other things have been caused by the implementation of industrial policies aimed at increasing competitiveness and accelerating growth through structural reforms. However, countries' priorities and implementation methods vary significantly. Industry 4.0 radically changes the understanding of industrial policy vector and stakeholders [Reischauer, 2018]. Germany, China, and the US are striving to maintain leadership by increasing value added in the manufacturing industry. France and Japan localize production, increase its sustainability, and reduce the negative effects of high labor costs. France aims to modernize its manufacturing basis and retain AM leadership, provided it can contain labor costs growth and related social factors [Blanchet et al., 2016]. Russia's industrial policy is mostly vertical in nature, providing selective support and "appointing champions" -industries Таble 1. Classification of AM markets Group Number of markets Composition Share in aggregate AM market (%) Industry 3.0 3 Electronics, optoelectronics, ICT 63.2 Industry 4.0 4 Additive manufacturing, biotechnology, life sciences, flexible production (including robotics) 27.2 Other* 4 New materials, aerospace, nuclear technologies, armaments 9.6* Products not directly related to Industry 3.0 and 4.0. COMTRADE data includes only public information on international trade in armaments. Thus the above estimates do not reflect this market's actual size. However, using this approach makes sense for two reasons. Other available data allows to estimate the overall arms market size without breaking it down into product types (e.g. the SIPRI Arms Transfers Database project). For us, it's important to consider structural shifts not only between markets but also within them, at the level of specific product groups. In line with the adopted approach, the arms market comprises not only armaments and their parts, but also prismatic infrared binoculars, optical telescopes, periscopes, navigation logbooks, and depth sounding equipment.. Source: authors. *To analyse the changes in the aggregate AM market situation, we selected countries at different stages of economic development according to the World Bank classification, including: developed, newly industrialised, and emerging ones, and the BRICS group. Sources: authors' calculations based on COMTRADE data and HS 2002 classification.Таble 4. Selected countries' shares in global imports of advanced AM products (%)*

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“…In a popular terminology, these are called instrumental, conceptual, and symbolic use (Amara et al., ; Beyer, ; Knorr, ). Weible (; see also Biegelbauer, ), drawing on the research‐utilization literature through the lens of policy process theories, describes the three uses as “learning,” “instrumental,” and “political.” Interestingly, also May (), through a perspective of policy learning, distinguishes “instrumental policy learning,” “social learning,” and “political learning” with quite similar understandings. In another terminology, the distinction is between operational, informational, and political–strategic use (Halligan, ).…”

Section: Knowledge Utilization In the Policy Processmentioning

confidence: 99%

The Multiple‐Streams Framework and Knowledge Utilization: Argumentative Couplings of Problem, Policy, and Politics Issues

Blum¹

2017

European Policy Analysis

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Two problems are discussed in the—surprisingly unconnected—literatures on the multiple‐streams framework (MSF) and on knowledge utilization. In the MSF, the concept of coupling has been overlooked, namely the mechanisms of linking between the problem, policy, and politics streams. In the knowledge‐utilization literature, it is discussed whether political–strategic issues are the preserve of policy‐makers, or also considered by scientific experts. Through connecting both literatures, this article develops the concept of argumentative coupling, that is the linking of problem, policy, and politics issues through arguments. This follows the recently rising call of reading the MSF through an argumentative lens. Building on an ethnographic account of research–policy interactions, different types and three different logics of argumentative coupling are systematized: consequential, doctrinal, and political. Argumentative coupling illuminates how the ground for “final couplings” is prepared: by constructing canals between the streams, which entrepreneurs may sail when the wind is blowing.

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How different forms of policy learning influence each other: case studies from Austrian innovation policy-making

Cited by 25 publications

References 27 publications

Control Mechanisms and Leadership Styles: A Conceptual Framework for Innovation Projects

Control Mechanisms and Leadership Styles: A Conceptual Framework for Innovation Projects

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The Multiple‐Streams Framework and Knowledge Utilization: Argumentative Couplings of Problem, Policy, and Politics Issues

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