Drawing on more than eight years working to implement Responsible Research and Innovation (RRI) in the Human Brain Project, a large EU-funded research project that brings together neuroscience, computing, social sciences, and the humanities, and one of the largest investments in RRI in one project, this article offers insights on RRI and explores its possible future. We focus on the question of how RRI can have long-lasting impact and persist beyond the time horizon of funded projects. For this purpose, we suggest the concept of 'responsibility by design' which is intended to encapsulate the idea of embedding RRI in research and innovation in a way that makes it part of the fabric of the resulting outcomes, in our case, a distributed European Research Infrastructure.
The necessity and importance of measuring intangibles has become increasingly accepted in the business, financial and academic communities as a means for a better understanding of the value creation processes in private, public and not‐for‐profit enterprises. Intangible indicators are seen as idiosyncratic, unique to each enterprise and not standardised. Interpretation, dissemination and further research suffer from the lack of definition and measurement standards. This paper examines guidelines and suggestions for measurement instruments and discusses their limits. A framework for classifying intangibles and indicators through the utilisation of evaluation experience is derived in order to support the movement towards global agreement on terms, definitions, standards and measures. Further research is discussed concerning quality standards for measurement systems.
PurposeEspecially at the regional level co‐operation is seen as a prerequisite for innovation and competitiveness. Hence, political interest in fostering knowledge intensive networks is high. New forms of governance and additional strategic intelligence for decision makers are requested. Thus potential of the social network analysis (SNA) is discussed as methodology providing the information needed for strategic management of innovation networks. The aim of this paper is to assess the impact as a regional governance tool.Design/methodology/approachFirst, benefits and risks of innovation networks are discussed based on literature review. Second, the potentials of the SNA for their systematic monitoring are examined. Herewith specific attention was paid to the manageability and reduction of complexity to demonstrate SNA applicability for network governance. Analysis was based on automated data retrieval of electronic documents available, e.g. at governmental institutions, research databases, and the internet. Results are exemplified by studying knowledge intensive networks in Styria.FindingsThe applied set of IT based tools and visualisation of regional co‐operations based on SNA provides a comprehensive view of the interdependencies and the embeddedness of different institutions as well as actors of the region. Based on this visualisation conclusions are drawn concerning network management by analysing specific attributes of interest, concerning partners, cooperative behaviour, balance of power, openness and embeddedness of the network.Originality/valueNetwork benefits success may not be achieved automatically. Strategic management is crucial for success. The paper demonstrates how social network analysis may be applied on automatic retrieved data on involved organisations and key players to strengthening the strategic intelligence of (regional) decision makers and help them meet the governance challenges of the network economy.
The management of protected areas has recently emerged as a new scientific discipline. To date, there is a lack of systematic and theoretical background. This study explored this vast field by combining different disciplines in an inter-and transdisciplinary approach. Taking two existing Austrian biosphere reserves (Großes Walsertal BR, Wienerwald BR) and one national park (Nockberge NP, BR planned) as typical examples, we analysed basic management principles in terms of intervention, participation, regional governance and change management. The broad base and special methodological approach showed the complexity of planning and managing a biosphere reserve. How local stakeholders perceive the process of development very often differs from what the planning regime was meant to do. The overwhelming importance of regional history, the power of established structures and social components (trust, enthusiasm etc.) can turn planning intentions into an unpredictable direction. Only a precise and focused strategic mix of process components can ensure a successful process. What constitutes an effective mix differs from region to region and must be defined individually. It also became clear that different phases of BR development need specific management approaches as intervention takes place in a typical order. Once again, proper participation proved crucial for the success of a BR.
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