Operationalizing contested problem-solution spaces: The case of Dutch circular construction

In shaping collective responses to societal challenges, we currently lack an understanding of how to grasp and navigate conflicting ideas on societal problems and potential solutions. The problem-solution space is an increasingly popular framework for conceptualizing the extent to which problem-oriented and solution-oriented views are divergent. However, this reflexive framework needs an operationalization to become useful in practice. We contribute to this debate by demonstrating how Q-methodology can be used to systematically identify, describe, and compare collectively held visions in relation to problems and solutions. We use the case of Dutch circular construction, and identify three conflicting imaginaries that inform us about disagreement and common ground. We conclude by discussing how policymakers can use different approaches to navigate contestation, presumably mobilizing actors for a collective response

Responsible mission governance:An integrative framework and research agenda

Governance lies at the heart of instigating, steering, and creating the conditions for mission-oriented transitions that potentially help resolve some of our grand societal challenges. In doing so, policymakers will need to navigate both epistemic and normative considerations to develop, implement, and evaluate missions responsibly. A number of scholars have therefore expressed the need for a better conceptualization of responsible mission governance as a procedural approach, particularly with the aim of coping with the complexity, uncertainty, and contestation that render these wicked problems intractable. In this paper we develop an integrative framework for responsible mission governance by taking wickedness dimensions as our entry point. Accordingly, we argue that responsible mission governance should integrate various complementary governance responsibilities (e.g., reflexivity) and modes (e.g., reflexive governance) that potentially improve the effectiveness and desirability of missions.</p

Responsible mission governance: An integrative framework and research agenda

Governance lies at the heart of instigating, steering, and creating the conditions for mission-oriented transitions that potentially help resolve some of our grand societal challenges. In doing so, policymakers will need to navigate both epistemic and normative considerations to develop, implement, and evaluate missions responsibly. A number of scholars have therefore expressed the need for a better conceptualization of responsible mission governance as a procedural approach, particularly with the aim of coping with the complexity, uncertainty, and contestation that render these wicked problems intractable. In this paper we develop an integrative framework for responsible mission governance by taking wickedness dimensions as our entry point. Accordingly, we argue that responsible mission governance should integrate various complementary governance responsibilities (e.g., reflexivity) and modes (e.g., reflexive governance) that potentially improve the effectiveness and desirability of missions

Public participation in mission-oriented innovation projects

Mission-oriented innovation policy is currently gaining renewed interest as an approach for addressing societal challenges. One of the promises is that missions can mobilise and align diverse stakeholders around a shared goal. Recent literature underlines the importance of public participation (e.g. municipalities and civil society organisations) in the socioeconomic transformations required for attaining missions. We ask how public participation differs among (non-)mission-oriented innovation projects. Drawing on a database containing Dutch government-funded innovation projects, we investigate whether mission-oriented projects are associated with earlier, more open, and more influential forms of public participation than conventional projects. Although the results suggest that mission-oriented projects indeed correspond with earlier participation of more public actors, we find little evidence that they also coincide with increased diversity and financial influence of public participants. We conclude by discussing how policymakers and intermediaries may engage in strategies to make missions more inclusive

Responsible innovation and societal challenges: The multi-scalarity dilemma

&lt;p&gt;Societal challenges tend to be characterized by their multi-scalarity as problems emerge and co-evolve on multiple scales. Resolving these challenges requires innovators to navigate often conflicting considerations between multiple scales when dealing with complexity, uncertainty, and contestation. Innovators need to ground resolutions in local values and worldviews while simultaneously fitting these into global efforts to help drive systemic responses. Nevertheless, studies on Responsible Innovation commonly focus exclusively on a local or global scale. In this perspective paper, we explore rationales for these two prevalent but opposing approaches, and provide tentative insights into how multi-scalarity could be navigated by uniting scales through a hybrid approach. The paper proceeds by opening up research on multi-scalarity, and the geographical and relational aspects of Responsible Innovation in a broader sense.&lt;/p&gt

Public participation in mission-oriented innovation projects

Mission-oriented innovation policy is currently gaining renewed interest as an approach for addressing societal challenges. One of the promises is that missions can mobilise and align diverse stakeholders around a shared goal. Recent literature underlines the importance of public participation (e.g. municipalities and civil society organisations) in the socioeconomic transformations required for attaining missions. We ask how public participation differs among (non-)mission-oriented innovation projects. Drawing on a database containing Dutch government-funded innovation projects, we investigate whether mission-oriented projects are associated with earlier, more open, and more influential forms of public participation than conventional projects. Although the results suggest that mission-oriented projects indeed correspond with earlier participation of more public actors, we find little evidence that they also coincide with increased diversity and financial influence of public participants. We conclude by discussing how policymakers and intermediaries may engage in strategies to make missions more inclusive