This article presents a different dimension of the innovation systems approach, going beyond analysis and shedding light on how these processes can be facilitated in practice. This is based on 20 years' experience with innovations systems. The focus is on the role of facilitation in triggering the changes, as well as in integrating learning and knowledge management (KM) in the innovation process.
This is a discussion of the processes that led Unilever to develop and implement a corporate sustainability strategy working with multiple stakeholders. Major learning points include: 1) interactions with stakeholders are crucial to secure strategic resources in developing countries; 2)...
Social learning in multi-actor innovation networks is increasingly considered an important precondition for addressing sustainability in regional development contexts. Social learning is seen as a means for enabling stakeholders to take advantage of the diversity in perspectives, interests and values...
This paper argues that impact assessment research has not made more of a difference because the measurement of the economic impact has poor diagnostic power. In particular it fails to provide research managers with critical institutional lessons concerning ways of...
One option for practically applying innovation systems thinking involves the establishment of innovation platforms (IPs). Such platforms are designed to bring together a variety of different stakeholders to exchange knowledge and resources and take action to solve common problems. Yet...
This book chapter reviews the literature on agricultural innovation, with the threefold goal of (1) sketching the evolution of systemic approaches to agricultural innovation and unravelling the different interpretations; (2) assessing key factors for innovation system performance and demonstrating the...