Abstract:Responsible research and innovation (RRI) is an approach to research and innovation governance aiming to ensure that research purpose, process and outcomes are acceptable, sustainable and even desirable. In order to achieve this ambitious aim, RRI must be relevant to research and innovation in industry. In this paper, we discuss a way of understanding and representing RRI that resonates with private companies and lends itself to practical implementation and action. We propose the development of an RRI maturity model in the tradition of other well-established maturity models, linked with a corporate research and development (R&D) process. The foundations of this model lie in the discourse surrounding RRI and selected maturity models from other domains as well as the results of extensive empirical investigation. The model was tested in three industry environments and insights from these case studies show the model to be viable and useful in corporate innovation processes. With this approach, we aim to inspire further research and evaluation of the proposed maturity model as a tool for facilitating the integration of RRI in corporate management.

Responsible research and innovation (RRI) has become an important topic in the academic community and in policy circles, but it has not yet been systematically included in the innovation process of companies. We discuss how companies can integrate RRI into their corporate social responsibility (CSR) policies and business strategy. To this end, we developed a conceptual model that links a company's RRI strategy to its context, and that helps to translate the RRI strategy into activities that result in RRI outcomes. We also propose a process for developing company-specific RRI key performance indicators (KPIs) that can support companies to measure RRI outcomes.

The purpose of this paper is to explore how relationships between different actors are being shaped, in order to allow industry to come to acceptable and desirable uses of Research and Innovation (R&I) that address societal challenges. Design/methodology/approach-Building on existing notions of responsibility proposed in the literature, the paper develops a theoretical account of "networks of responsibility" which capture the interlinked nature of responsibility relationships. The usefulness of the approach is evaluated by exploring two cases of R&I in industry deploying a qualitative research approach that involves interviewing and document analysis. For this, a multinational company from Germany was involved, as well as a small and medium-sized company from Denmark. Findings-The study surfaced 68 responsibility relationships involving a range of different objects, subjects, authorities, and norms. By describing overlaps in objects, subjects, and other aspects across relationships, the theoretical model proved adequate in untangling and displaying interrelatedness of responsibilities. Furthermore, the analysis surfaced characteristics of Responsible Research and Innovation (RRI) that are already in place in the R&I processes of two innovative companies, such as anticipation, foresight, and stakeholder engagement. Not all aspects of responsibility outlined in the theoretical model could be extracted from the interview data for every responsibility relationship, pointing to the need for further research. Originality/value-The paper offers a novel theoretical approach to understanding and analysing responsibility allocations in R&I in industry. It demonstrates the reliability of this theoretical position empirically. It is practically important because it supports policy development on an organisational as well as societal level.

There is now almost a decade of experience with RRI (Responsible Research and Innovation), including a growing emphasis on RRI in industry. Based on our experiences in the EU-funded project PRISMA, we find that the companies we engaged could be motivated to do RRI, but often only after we first shifted initial assumptions and strategies. Accordingly, we formulate six lessons we learned in the expectation that they will be relevant both for RRI in industry as well as for the future of RRI more broadly. These lessons are: (1) Strategize for stakeholder engagement; (2) Broaden current assessments; (3) Place values center stage; (4) Experiment for responsiveness; (5) Monitor RRI progress; and (6) Aim for shared value.

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Purpose Responsible research and innovation (RRI) is taking a role in assisting all types of stakeholders, including industry members, in moving their research and innovation (R&I) initiatives to tackle grand challenges. The literature on RRI, however, focuses little on how industry can implement RRI principles. To solve this gap, the purpose of this study is to construct a conceptual framework for managing and assessing RRI principles in the industry. Design/methodology/approach Qualitative research was used to build the RRI key performance indicator list; 30 interviews were conducted to design a framework which was pilot tested in a company to identify how to align technology outcomes to the values, needs and expectations of the society. Findings This study depicts five successive RRI implementation levels and exhibits RRI key performance indicators. Drawing on extant models, this study develops RRI levels and indicators to discuss why industry should become engaged in RRI, how it can embed RRI principles into R&I processes and how RRI indicators can be managed systematically. Originality/value The connection between RRI key performance indicators and RRI levels determines how industry can integrate principles and methodologies of RRI into R&I processes. The model in the study shows how companies move from one RRI stage to another and this study aims to exhibit an ideal stage of RRI for industry.

Responsible research and innovation (RRI) is taking a role to assist all types of stakeholders including industry to move research and innovation initiatives to responsible manner for tackling grand challenges. The literature on RRI focuses little on how industry can implement RRI principles. In solving such gap in the literature, this article constructs a solid framework that provides a conceptual starting point for future research on levels of RRI. It draws a fundamental path to align industrial activities with environmental and societal needs. The framework develops a normatively grounded conceptual path for managing and assessing RRI principles in industry. This study depicts five successive RRI implementation stages and exhibits three RRI dimensions that represent different categories and corresponding indicators for that. The rationale behind this framework has been derived from extant models of corporate social responsibility (CSR) literature. Drawing on these models, this study develops stages and dimensions of RRI for discussing why industry should become engaged in RRI, how industry can embed RRI principles into research and innovation processes, how companies progress from one RRI stage to another, and how industry can manage all RRI dimensions systematically.

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