This handbook looks to provide academics and students with a comprehensive and holistic understanding of the phenomenon of innovation. Innovation spans a number of fields within the social sciences and humanities: Management, Economics, Geography, Sociology, Politics, Psychology, and History. Consequently, the rapidly increasing body of literature on innovation is characterized by a multitude of perspectives based on, or cutting across, existing disciplines and specializations. Scholars of innovation can come from such diverse starting points that much of this literature can be missed, and so constructive dialogues missed. The editors of The Oxford Handbook of Innovation have carefully selected and designed twenty-one contributions from leading academic experts within their particular field, each focusing on a specific aspect of innovation. These have been organized into four main sections, the first of which looks at the creation of innovations, with particular focus on firms and networks. Section Two provides an account of the wider systematic setting influencing innovation and the role of institutions and organizations in this context. Section Three explores some of the diversity in the working of innovation over time and across different sectors of the economy, and Section Four focuses on the consequences of innovation with respect to economic growth, international competitiveness, and employment. An introductory overview, concluding remarks, and guide to further reading for each chapter, make this handbook a key introduction and vital reference work for researchers, academics, and advanced students of innovation. Contributors to this volume - Jan Fagerberg, University of Oslo William Lazonick, INSEAD Walter W. Powell, Stanford University Keith Pavitt, SPRU Alice Lam, Brunel University Keith Smith, INTECH Charles Edquist, Linkoping David Mowery, University of California, Berkeley Mary O'Sullivan, INSEAD Ove Granstrand, Chalmers Bjorn Asheim, University of Lund Rajneesh Narula, Copenhagen Business School Antonello Zanfei, Urbino Kristine Bruland, University of Oslo Franco Malerba, University of Bocconi Nick Von Tunzelmann, SPRU Ian Miles, University of Manchester Bronwyn Hall, University of California, Berkeley Bart Verspagen , ECIS Francisco Louca, ISEG Manuel M. Godinho, ISEG Richard R. Nelson, Mario Pianta, Urbino Bengt-Ake Lundvall, Aalborg

The Oxford Handbook of Innovation

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Redesigning Social Inquiry Fuzzy Sets And Beyond

Author Ray Pawson presents a devastating critique of the dominant approach to systematic review namely the 'meta-analytic' approach as sponsored by the Cochrane and Campbell collaborations. In its place is commended an approach that he terms 'realist synthesis'. On this vision, the real purpose of systematic review is better to understand program theory, so that policies Author Ray Pawson presents a devastating critique of the dominant approach to systematic review namely the 'meta-analytic' approach as sponsored by the Cochrane and Campbell collaborations. In its place is commended an approach that he terms 'realist synthesis'. On this vision, the real purpose of systematic review is better to understand program theory, so that policies can be properly targeted and developed to counter an ever-changing landscape of social problems. The book will be essential reading for all those who loved (or loathed) the arguments developed in Realistic Evaluation (Sage, 1997). It offers a complete blueprint for research synthesis, supported by detailed illustrations and worked examples from across the policy waterfront.

Evidence-based Policy: A Realist Perspective

'Institutionalized Organizations: Formal Structure as Myth and Ceremony', American Journal of Sociology, 83, pp. 340-63.

This article presents a systematic review of 122 articles and books (1987–2013) of co-creation/co-production with citizens in public innovation It analyses (a) the objectives of co-creation and co-production, (b) its influential factors and (c) the outcomes of co-creation and co-production processes It shows that most studies focus on the identification of influential factors, while hardly any attention is paid to the outcomes Future studies could focus on outcomes of co-creation/co-production processes Furthermore, more quantitative studies are welcome, given the qualitative, case study, dominance in the field We conclude with a research agenda to tackle methodological, theoretical and empirical lacunas

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A Systematic Review of Co-Creation and Co-Production: Embarking on the social innovation journey

Self-organization is a concept that is often used to legitimize a government’s retreat from sectors in which it has traditionally played a vital role In this article, we analyse how the emergence of new welfare services is mutually shaped by factors that stimulate self-organization among citizens and by meta-governing interventions by local governments Self-organization seems to takes place in the shadow of a government hierarchy: either a fear-based one or a benevolent one Boundary spanners play an important role in establishing these new arrangements, thereby making use of, and developing, trustworthy relationships between citizen groups and government

/pdf/self-organization-and-the-role-of-government-how-and-why-3rtpoii7eh.pdf

Self-Organization and the Role of Government: How and why does self-organization evolve in the shadow of hierarchy?

https://repub.eur.nl/pub/105916/REPUB_105916-OA.pdf

Changing public service delivery: learning in co-creation

Co-creation and Co-production in Social Innovation: A Systematic Review and Future Research Agenda

In recent years, design approaches to policymaking have gained popularity among policymakers.
However, a critical reflection on their added value and on how contemporary ‘design-thinking’
approaches relates to the classical idea of public administration as a design science, is still lacking.
This introductory paper reflects upon the use of design approaches in public administration. We
delve into the more traditional ideas of design as launched by Simon and policy design, but also
into the present-day design wave, stemming from traditional design sciences. Based upon this we
distinguish between three ideal-type approaches of design currently characterising the discipline:
design as optimisation, design as exploration and design as co-creation. More rigorous empirical
analyses of applications of these approaches is necessary to further develop public administration
as a design science. We reflect upon the question of how a more designerly way of thinking can
help to improve public administration and public policy.

/pdf/improving-public-policy-and-administration-exploring-the-cbb0m0ohv9.pdf

William Voorberg

Papers

A Systematic Review of Co-Creation and Co-Production: Embarking on the social innovation journey

Self-Organization and the Role of Government: How and why does self-organization evolve in the shadow of hierarchy?

Changing public service delivery: learning in co-creation

Co-creation and Co-production in Social Innovation: A Systematic Review and Future Research Agenda

Improving public policy and administration: Exploring the potential of design