Balancing value in networked social innovation

Innovation increasingly takes place through co-operation. Even more so in the case of social innovation, where profit and non-profit organisations collaborate to create solutions for societal issues. For these innovations to become successful, already early in the process it needs to be clear to the participating organisations that they will be able to gain value in return for their investments in the creation of the service proposition. This means that, together with the proposition, a business model needs to be designed, that provides insight in the feasibility and attractiveness of the total proposition, as well as in the value for the various participants separately. Building on existing methods, a 5-step approach was developed to support the process of refining the overall proposition together with the participating organisations, and at the same time checking the balance in value flow for each of them. This paper describes the approach to balance value in networked social innovations using one project as example

Balancing value in networked social innovation

Innovation increasingly takes place through co-operation. Even more so in the case of social innovation, where profit and non-profit organisations collaborate to create solutions for societal issues. For these innovations to become successful, already early in the process it needs to be clear to the participating organisations that they will be able to gain value in return for their investments in the creation of the service proposition. This means that, together with the proposition, a business model needs to be designed, that provides insight in the feasibility and attractiveness of the total proposition, as well as in the value for the various participants separately. Building on existing methods, a 5-step approach was developed to support the process of refining the overall proposition together with the participating organisations, and at the same time checking the balance in value flow for each of them. This paper describes the approach to balance value in networked social innovations using one project as example

A dynamic perspective on collaborative innovation for smart city development:The role of uncertainty, governance, and institutional logics

Collaborative innovation is at the heart of smart city development, yet also notoriously challenging due to fundamental differences between public and private sector actors that need to collaborate, while dealing with high levels of uncertainty. Whereas existing practice-based work on collaborative innovation describes various relevant antecedents, barriers and success factors, this prior work potentially underestimates the true complexity of collaborative innovation initiatives. Therefore, scholars have increasingly called for a more dynamic, theoretical understanding of collaborative innovation. In response to these calls, our study draws on institutional theory to build a dynamic understanding of collaborative innovation for smart city development. Specifically, we conduct a longitudinal in-depth case study to develop a causal loop model, grounded in rich qualitative data, to capture and theorize the key behavioural patterns of a collaborative innovation initiative for smart city development. The model describes how the dynamic interplay between uncertainty, adherence to own institutional logics and governance complexity can both enable and undermine collaborative initiatives. We contribute by developing a dynamic theoretical perspective on collaborative innovation, one that promotes cross-fertilization at the intersection of the smart city theory, organization theory and collaborative innovation literature. Moreover, our findings highlight the important role of organization theory, specifically institutional logics, in explaining the collaborative dynamics of smart city development.<br/

The Truth about Designing: Conclusions from the Video Assisted Learning in Design (VALiD) Project

Prescriptive models of design often consider designing to be an objective process. We show, in a study requiring two groups of student designers to produce a 10 minute film from their riginal two and half hour design process, how this is far from the truth. Using qualitative and quantitative analysis we suggest that accounts of designing, while focusing on key events, are determined by how those events fit (or can be made to fit) a particular story narrative. It follows, then, that the prescriptive model is simply one story about designing. We describe the VALiD methodology, a tool for detailed reflection on designing, and speculate that it could be useful in professional design contexts