This paper presents one of the first studies to identify and explain the marketization work of a strategic net. Through a study of the Stevenage Bioscience Catalyst -a strategic net formed to support the marketization of Life Science Discoveries -we generate insights into the everyday work that makes marketization happen. Marketization is understood as the process that enables the conceptualisation, production and exchange of goods. Our findings focus on one specific form of marketization work found to be core to the strategic net: conceptualisation work. Three forms of conceptualisation work are identified: conceptualising actors' roles, conceptualising markets and conceptualising goods. These manifest as routinized, recursive practices. Our analysis reveals how these practices gather together multiple forms of scientific, technical and market knowledge to generate new market devices that transform market rules and conventions, and introduce new methods and instruments of valuation that change the market. In contrast to extant studies that claim a strategic net's activities influence markets; our findings position the conceptualisation work of the strategic net as constitutive of markets and the broader system of provision for 'healthcare' and 'health futures'.
This paper focuses on the adaption challenge that confronts the top management team (TMT) of science incubators in situations of substantial technological uncertainty. To do that, we draw on the three-year longitudinal analysis of a major bioscience catalyst in the United Kingdom. Through the lens of 'prospective sensemaking', we follow the TMT as they work with stakeholders in their ecosystem to make sense of a significant technological shift: the convergence of life sciences, IT and other sciences in the health care environment. Our analysis reveals how prospective sensemaking resulted in the launch of a new strategy to exploit these emerging opportunities. However, stakeholders' increasingly fragmented interpretation of the term convergence and the anticipation of legitimacy challenges in the wider ecosystem resulted in the repositioning of the incubator. Our findings contribute to extant research on science incubation. In particular, the paper sheds light on the complex interactions of incubator TMT's with stakeholders in situations of technological change and uncertainty. Moreover, responding to technological change does not only affect the structural conditions of an incubator. Rather, it may also require changes to the positioning of the incubator in order to maintain legitimacy in the wider ecosystem. The paper also suggests managerial as well as policy-level implications.
Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractIn Britain, government has a range of initiatives to get public sector and third sector organisations working together successfully. This article draws upon preliminary evidence from a series of policy seminars undertaken in a sub-region of Northern England. The aim of the article is to remark upon two aspects of inter-sector relationships. Firstly to explore differences in occupational and professional identity within and across sectors; and secondly, to consider organisational cultural differences which appear to operate in the two sectors. From this analysis, research questions will be raised which may help to determine how organisational cultures and occupational identities are produced and, explain how they are reproduced or change over time. The conceptual value of the article lies in its critical assessment of 'taken for granted' ideas, embedded notions which go 'unrecognised' and 'unspoken' assumptions which affect practices. The analysis suggests new areas for enquiry which will strengthen understanding and inject greater realism into government expectations about public sector -third sector working relationships.
This paper breaks new ground by revealing and conceptualizing the marketization of science as a process that transforms scientific discoveries and markets through a series of choreographed contestations: moments of valuation that occur when different social worlds collide. We follow a scientific discovery, from the moment it entered an incubator, to uncover how valuation practices and market devices enact and contest diverse social values (i.e., what is worth doing) to generate economic value (i.e., what is worth paying for) at the science‐market‐entrepreneurship nexus. In contrast with commercialization of science studies that focus on institutional arrangements, this study explicates the practices and devices used by multiple market actors to transform a scientific discovery into a marketable object. In so doing, we characterise choreographed contestations and the mechanisms through which they operate to explain how specific valuations are performed to work out innovative next steps that unfold the marketization of science.
Open innovation succeeds when it forms productive collaborations that cross organisational, disciplinary and practice boundaries. Success can, however, be hidden from stakeholders if the means to articulate value in novel, entrepreneurial open innovation work do not exist. We present collaborative design research tackling this challenge with the Cabinet Office Open Innovation Team (OIT) within UK Government. Drawing on the findings of an ethnographic study we show how 'open innovation' and 'entrepreneurial' theories were used in practice to characterise the need for valuing the OIT's work. Using participatory design and co-design theory and methods we describe a multidisciplinary intervention with the OIT, equipping them to collectively visualise their practice and to co-design new tools to support new and evolving valuation activities. We offer insights for collaborative design in open innovation settings and discuss the potential for co-designed tools to enable valuation in entrepreneurial practice.
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