2016
DOI: 10.1016/j.techfore.2016.06.019
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Sustainability transition dynamics: Towards overcoming policy resistance

Abstract: a b s t r a c t Sustainability transitions receive major scholarly attention, often explicitly with the intention to develop policy recommendations aimed towards progressing such transitions. Despite these efforts, many implemented transition policies have not been able to meet expectations. This tendency of systems to defeat the policies that have been designed to improve them is known as 'policy resistance'. This paper addresses the question how we can explain the persistence of policy resistance in the cont… Show more

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Cited by 81 publications
(51 citation statements)
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“…SD has also been widely applied to energy models [235][236][237][238][239][240][241]. Within transition management it is mainly used in the context of technical innovation systems [152,155,[242][243][244][245]. But uptake is lagging behind original expectations.…”
Section: From Static To Dynamic Systemsmentioning
confidence: 99%
“…SD has also been widely applied to energy models [235][236][237][238][239][240][241]. Within transition management it is mainly used in the context of technical innovation systems [152,155,[242][243][244][245]. But uptake is lagging behind original expectations.…”
Section: From Static To Dynamic Systemsmentioning
confidence: 99%
“…At the operative level, transitions research has developed frameworks such as transition management [204][205][206], strategic niche management [207][208][209], and the multi-level perspective (e.g., [210][211][212][213]) that open up spaces for legitimization processes, including so-called transition arenas [205] or niche-related actor networks that may include citizens and environmental groups [207]. These frameworks have already been implemented in political practice, for example, in the Netherlands and Belgium [205,206,214].…”
Section: Theoretical and Practical Building Blocks For A New Researchmentioning
confidence: 99%
“…Encouraging participation is a major aspect of facilitation as contributions from all group members are essential for reaching a shared view on the problem and commitment to policies (Franco and Montibeller 2010;Vennix 1996). The development of a causal loop diagram generally requires three meetings of about three hours each ) but fewer and longer meetings are not uncommon (e.g., de Gooyert et al 2016 use one workshop of four hours). In the quantitative mode, the group develops a stock and flow model that shows the connections between accumulations and in-and out-flows.…”
Section: Group Model Buildingmentioning
confidence: 99%