A DECISION SUPPORT SYSTEM DESIGN TO OVERCOME RESISTANCE TOWARDS SUSTAINABLE INNOVATIONS

The concept of sustainability has been acknowledged as one of the central and most important issues of our time. However, technological innovations which provide a more sustainable way of living, for instance electric cars, are not always welcomed with open arms by consumers but often resisted at the beginning. As such, human resistance behavior can be explained as an interplay of different personality traits that favour the status quo. In this study, a decision support system design is introduced which bases on the concept of digital nudging that addresses innovation resistance on an individual’s cognitive level by de-biasing innovation trial decision-making. An experimental pre-study is conducted to test the influence of different DSS modifications on the selection of electric cars in an online rental car booking scenario. First results show that DSS which set sustainable innovations as default option have a significantly positive effect on their trial probability while priming consumers towards electric car trial has no significant effect

Breaking organizational barriers for greening Australian campuses

Sustainability is an issue for everyone. For instance, the higher education sector is being asked to take an active part in creating a sustainable future, due to their moral responsibility, social obligation, and their own need to adapt to the changing higher education environment. By either signing declarations or making public statements, many universities are expressing their desire to become role models for enhancing sustainability. However, too often they have not delivered as much as they had intended. This is particularly evident in the lack of physical implementation of sustainable practices in the campus environment. Real projects such as green technologies on campus have the potential to rectify the problem in addition to improving building performance. Despite being relatively recent innovations, Green Roof and Living Wall have been widely recognized because of their substantial benefits, such as runoff water reduction, noise insulation, and the promotion of biodiversity. While they can be found in commercial and residential buildings, they only appear infrequently on campuses as universities have been very slow to implement sustainability innovations. There has been very little research examining the fundamental problems from the organizational perspective. To address this deficiency, the researchers designed and carried out 24 semi-structured interviews to investigate the general organizational environment of Australian universities with the intention to identify organizational obstacles to the delivery of Green Roof and Living Wall projects. This research revealed that the organizational environment of Australian universities still has a lot of room to be improved in order to accommodate sustainability practices. Some of the main organizational barriers to the adoption of sustainable innovations were identified including lack of awareness and knowledge, the absence of strong supportive leadership, a weak sustainability-rooted culture and several management challenges. This led to the development of a set of strategies to help optimize the organizational environment for the purpose of better decision making for Green Roof and Living Wall implementation

Business Strategies for Transitions towards Sustainable Systems

This paper develops a strategic perspective for business to address persistent sustainability issues by contributing to the innovation of societal systems. Sustainability issues at the level of societal sectors or domains cannot be addressed by single organizations but require co-evolutionary changes in technology, economy, culture and organizational forms. We present the case of transition management in the Netherlands – an approach combining systems analysis with new modes of governance to influence the direction and speed of structural changes towards sustainability – and the activities of two firms working in this new context. From the two specific cases we conceptualize business strategies at different levels to advance sustainable development.transition management;sustainability;business development;systems

Health Biotechnology Innovation for Social Sustainability -A Perspective from China

China is not only becoming a significant player in the production of high-tech products, but also an increasingly important contributor of ideas and influence in the global knowledge economy. This paper identifies the promises and the pathologies of the biotech innovation system from the perspective of social sustainability in China, looking at the governance of the system and beyond. Based on The STEPS Centre’s ‘Innovation, Sustainability, Development: A New Manifesto’, a ‘3D’ approach has been adopted, bringing together social, technological and policy dynamics, and focusing on the directions of biotechnological innovation, the distribution of its benefits, costs and risks and the diversity of innovations evolving within it and alongside it

Commercialisation of Sustainable Energy Technologies

Commercialization efforts to diffuse sustainable energy technologies (SETs) need to be sustainable in terms of replication, spread and longevity, and should promote goal of sustainable development. Limited success of diffusion through government driven pathways illustrates the need for market-based approaches to SET commercialization. This paper presents a detailed treatment of the pre-requisites for adopting a private sector driven business model approach for successful diffusion of SETs. This is expected to integrate the processes of market transformation and entrepreneurship development with innovative regulatory, marketing, financing, incentive and intermediary mechanisms. Further, it envisages a public-private partnership driven-mechanism as a framework for diffusion leading to technology commercialization.Commercialisation, Energy, Financing, technology, Sustainable

Overcoming Innovation Resistance beyond Status Quo Bias - A Decision Support System Approach (Research-in-Progress)

When innovative products and services are launched to the market, many consumers initially resist adopting them, even if the innovation is likely to enhance their life quality. Explanations for this behavior can also be found in specific personality traits and in general pitfalls of human decision-making. We believe that decision support systems (DSS) can help alleviate such innovation resistance. We propose a DSS design that addresses innovation resistance to complex innovations on an individual’s cognitive level. An experimental study will be conducted to test the influence of different DSS modifications on the perception and selection of complex innovations. We aim to identify levers for reducing innovation resistance and to derive DSS design implications.

Implementation Action Plan for organic food and farming research

The Implementation Action Plan completes TP Organics’ trilogy of key documents of the Research Vision to 2025 (Niggli et al 2008) and the Strategic Research Agenda (Schmid et al 2009). The Implementation Action Plan addresses important areas for a successful implementation of the Strategic Research Agenda. It explores the strength of Europe’s organic sector on the world stage with about one quarter of the world’s organic agricultural land in 2008 and accounting for more than half of the global organic market. The aims and objectives of organic farming reflect a broad range of societal demands on the multiple roles of agriculture and food production of not only producing commodities but also ecosystem services. These are important for Europe’s economic success, the resilience of its farms and prosperity in its rural areas. The organic sector is a leading market for quality and authenticity: values at the heart of European food culture. Innovation is important across the EU economy, and no less so within the organic sector. The Implementation Action Plan devotes its third chapter to considering how innovation can be stimulated through organic food and farming research and, crucially, translated into changes in business and agricultural practice. TP Organics argues for a broad understanding of innovation that includes technology, know-how and social/organisational innovations. Accordingly, innovation can involve different actors throughout the food sector. Many examples illustrate innovations in the organic sector includign and beyond technology. The various restrictions imposed by organic standards have driven change and turned organic farms and food businesses into creative living laboratories for smart and green innovations and the sector will continue to generate new examples. The research topics proposed by TP Organics in the Strategic Research Agenda can drive innovation in areas as wide ranging as production practices for crops, technologies for livestock, food processing, quality management, on-farm renewable energy or insights into the effects of consumption of organic products on disease and wellbeing and life style of citizens. Importantly, many approaches developed within the sector are relevant and useful beyond the specific sector. The fourth chapter addresses knowledge management in organic agriculture, focusing on the further development of participatory research methods. Participatory (or trans-disciplinary) models recognise the worth and importance of different forms of knowledge and reduced boundaries between the generators and the users of knowledge, while respecting and benefitting from transparent division of tasks. The emphasis on joint creation and exchange of knowledge makes them valuable as part of a knowledge management toolkit as they have the capacity to enhance the translation of research outcomes into practical changes and lead to real-world progress. The Implementation Action Plan argues for the wider application of participatory methods in publicly-funded research and also proposes some criteria for evaluating participatory research, such as the involvement and satisfaction of stakeholders as well as real improvements in sustainability and delivery of public goods/services. European agriculture faces specific challenges but at the same time Europe has a unique potential for the development of agro-ecology based solutions that must be supported through well focused research. TP Organics believes that the most effective approaches in agriculture and food research will be systems-based, multi- and trans-disciplinary, and that in the development of research priorities, the interconnections between biodiversity, dietary diversity, functional diversity and health must be taken into account. Chapter five of the action plan identifies six themes which could be used to organise research and innovation activities in agriculture under Europe’s 8th Framework Programme on Research Cooperation: • Eco-functional intensification – A new area of agricultural research which aims to harness beneficial activities of the ecosystem to increase productivity in agriculture. • The economics of high output / low input farming Developing reliable economic and environmental assessments of new recycling, renewable-based and efficiency-boosting technologies for agriculture. • Health care schemes for livestock Shifting from therapeutics to livestock health care schemes based on good husbandry and disease prevention. • Resilience and “sustainagility” Dealing with a more rapidly changing environment by focusing on ‘adaptive capacity’ to help build resilience of farmers, farms and production methods. • From farm diversity to food diversity and health and wellbeing of citizens Building on existing initiatives to reconnect consumers and producers, use a ‘whole food chain’ approach to improve availability of natural and authentic foods. • Creating centres of innovation in farming communities A network of centres in Europe applying and developing trans-disciplinary and participatory scientific approaches to support innovation among farmers and SMEs and improving research capacities across Europe

Innovation Dynamics in Tuberculosis Control in India: The Shift to New Partnerships

Innovation dynamics in Tuberculosis control in India: The shift to new partnerships Tuberculosis remains the biggest infectious killer in India and worldwide, and it has recently regained substantial international attention with its come-back in drug resistant forms. The environment, the disease and the societal response to it are changing and with it challenges and opportunities to control the disease. Innovation in a variety of areas such as improved diagnostic tests, drugs, delivery mechanisms, service processes, institutions and treatment regimes is needed in order to be able to respond to the changing public health challenge. Recent developments in the literature emphasize that innovation is a complex endeavour that includes processes of negotiation, learning and alignment amongst researchers, health practitioners, firms and public authorities. The ground level realities for innovation in countries such as India where TB is a social as much as a clinical problem are complicated with challenges and constraints inherent to the health and wider social system that hamper learning, experimenting and thus innovation. Based on preliminary results from qualitative fieldwork in India this paper will examine the innovation dynamics in one of the recent policy changes in TB control in India: the emergence of new partnerships between private medical providers, NGOs and the government. The paper traces where new ideas come from, how they make their way through the existing control structure and how the existing efforts to control TB respond to and cope with these new developments. The central argument is that the dynamics of innovation in a complex, conflicting and confusing setting like TB control can be understood as a continuous evolution of problems, promises and solutions.Innovation dynamics, public-private mix, Tuberculosis, India

Evolution of mobility governance in Flanders: opening up for bottom-up initiatives or suffering from lock-in?

Mobility policy in Flanders lacks a clear discourse on implementing the policy objectives for 2020 and beyond. Though mobility planning can show success stories, mobility problems seem to aggravate. For supra local mobility projects in Flanders the executive power often lies with deconcentrated administrations at the level of the province, this is e.g. the case for public transportation and major roads, where province boundaries impede public transport projects across borders. For local mobility plans, the local administration and council have the power. But as these local mobility plans have highly formalised procedures, they tend to be rigid frameworks or administrations and risk to be suffering from lock-in. There is a need for new dynamics in mobility policy in reference to present developments. Here bottom-up or outside-in initiatives can be regarded as the key to real change. To that end radical changes in the organisation and mobility planning itself are necessary to meet these new inititiaves from the bottum-up and outside-in. Next to hardware and software approaches or innovations to turn mobility planning more sustainable, we additionally propose in this paper an ‘orgware’ solution, demonstrated in some case studies. In these cases key actors of bottom-up projects and their associations with other actors are visualised. Furthermore barriers and potentials for implementation are formulated leading onto recommendations for further research in order to improve the implementation of the policy objectives