OpenKnowledge at work: exploring centralized and decentralized information gathering in emergency contexts

Real-world experience teaches us that to manage emergencies, efficient crisis response coordination is crucial; ICT infrastructures are effective in supporting the people involved in such contexts, by supporting effective ways of interaction. They also should provide innovative means of communication and information management. At present, centralized architectures are mostly used for this purpose; however, alternative infrastructures based on the use of distributed information sources, are currently being explored, studied and analyzed. This paper aims at investigating the capability of a novel approach (developed within the European project OpenKnowledge1) to support centralized as well as decentralized architectures for information gathering. For this purpose we developed an agent-based e-Response simulation environment fully integrated with the OpenKnowledge infrastructure and through which existing emergency plans are modelled and simulated. Preliminary results show the OpenKnowledge capability of supporting the two afore-mentioned architectures and, under ideal assumptions, a comparable performance in both cases

The value of theoretical multiplicity for steering transitions towards sustainability

Transition management, as a theory of directing structural societal changes towards sustainable system innovations, has become a major topic in scientific research over the last years. In this paper we focus on the question how transitions towards sustainability can be steered, governed or managed, in particular by governmental actors. We suggest an approach of theoretical multiplicity, arguing that multiple theories will be needed simultaneously for dealing with the complex societal sustainability issues. Therefore, we address the steering question by theoretically comparing transition management theory to a number of related theories on societal change and intervention, such as multi-actor collaboration, network governance, configuration management, policy agenda setting, and adaptive management. We conclude that these related theories put the managerial assumptions of transition management into perspective, by adding other steering roles and leadership mechanisms to the picture. Finally we argue that new modes of steering inevitable have consequences for the actual governance institutions. New ways of governing change ask for change within governance systems itself and vice versa. Our argument for theoretical multiplicity implicates the development of multiple, potentially conflicting, governance capacitie