Innovation niches and socio-technical transition: A case study of bio-refinery production

Lopolito, Antonio; Morone, Piergiuseppe; Sisto, Roberta

doi:10.1016/j.futures.2010.03.002

Cited by 104 publications

(52 citation statements)

References 25 publications

(60 reference statements)

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“…The building of a social network is a long process, but it is crucial for obtaining the essential resources required for the transition to innovative technologies (Smith et al 2005;Lopolito et al 2011). In the initial stage, the network is small and fragile; afterwards it expands and involves new and powerful actors who bring strategic resources and help in the definition of a plan for the niche development.…”

Section: Transition Dynamics In a Snm Approachmentioning

confidence: 99%

“…that are originated by problems at the incumbent sociotechnical system or by technological breakthroughs in other niches (Hoogma 2000;Lopolito et al 2013). The dynamic process that brings a niche from the early phases of development to maturity (Lopolito et al 2011) is largely conditioned by the empowerment of path-breaking innovations (Smith and Raven 2012), which transform the niche from a protective to a competitive space for sustainable innovation. This process is characterized by high competition in incumbent markets; the reason being that traditional technologies are economically affordable and supported by well-established artefacts and groups of interest within the incumbent sociotechnical system.…”

Section: Transition Dynamics In a Snm Approachmentioning

confidence: 99%

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A Strategic Niche Management approach for shaping bio-based economy in Europe

Tani

2018

Open Agriculture

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The goal of this paper is to investigate the transition towards a bio-based economy as part of a broader sustainable transition in Europe. To analyse the challenges and opportunities associated with the bio-based economy, we applied the Strategic Niche Management approach to investigate the drivers that boost the emergence of the bio-based economy, the factors hindering it, as well as institutional changes which are at the base of the socio-technological transition. Although considered as just one piece of the sustainability puzzle, the bio-based economy behaves as a socio-technical system on its own, providing valuable hints on systemic transitions.

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Section: Transition Dynamics In a Snm Approachmentioning

confidence: 99%

Section: Transition Dynamics In a Snm Approachmentioning

confidence: 99%

A Strategic Niche Management approach for shaping bio-based economy in Europe

Tani

2018

Open Agriculture

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“…This study shows that the protection provided to community-care innovations is not only dependent on forming strong networks, exchanging visions and expectations, and learning from experiment (Weber et al, 1999;Raven, 2005;Schot and Geels, 2008;Caniëls and Romijn, 2008a;2008b;Loorbach and Rotmans, 2010;van den Bosch, 2010;Lopolito et al, 2011;Smith and Raven, 2012;Markard et al, 2012), but is also dependent on the way policymakers, project managers, and researchers look at the innovations. To date, the literature has overlooked the importance of how niche-innovations are empowered and how shielding and nurturing influence empowerment (Schot and Geels, 2008;Loorbach and Rotmans, 2010;Smith and Raven, 2012).…”

Section: Resultsmentioning

confidence: 94%

“…In this study, the community-care experiments/innovations are seen as niche-innovations. A niche is a protected space in which networks can experiment with radical, path-breaking innovations that can change systems, as opposed to incremental innovations that change practices within a given system Weber et al, 1999;Raven, 2005;Hofman, 2005;Schot and Geels, 2008;Caniëls and Romijn, 2008a;2008c;van den Bosch, 2010;Lopolito et al, 2011;Smith and Raven, 2012;Markard et al, 2012). In other words, niche-innovations are protected from the selection environment of the existing system through subsidies or exemptions from regulatory rules (Caniëls and Romijn, 2008a;2008c).…”

Section: Getting Started (Step 1)mentioning

confidence: 99%

“…It departs from the Dutch transition program for LTC (2007)(2008)(2009)(2010)(2011) which enabled 26 niche-innovation projects to change the system. Niches are protected spaces where actors can experiment with radical innovations (Weber et al, 1999;Raven, 2005;Schot and Geels, 2008;Caniëls and Romijn, 2008a;2008c;van den Bosch, 2010;Lopolito et al, 2011;Smith and Raven, 2012;Markard et al, 2012). The transition program was financed by the AWBZ (Algemene Wet Bijzondere Ziektekostenthe Exceptional Medical Expenses Act) which is the national insurance scheme for LTC (van den Bosch, 2010, p.155).…”

Section: Introductionmentioning

confidence: 99%

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The barriers to empowering niche-innovations in long-term care

Cramer¹

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PrefaceWith this preface, I first introduce how this thesis came into being. Secondly, I acknowledge the people who supported and influenced me during the four years of my research on niche-innovations.A bit more than four years ago, a day before I defended my master thesis on corporate diversification strategies at Tilburg University, I received an e-mail from my supervisor asking me if I would be interested in doing a PhD at the University of Twente. Five days later, it was December 23 rd 2009, a day before Christmas, Iwas sitting in Geert Dewulf's office, talking about the PhD trajectory for two and a half hours. The research project was about developing strategies in a nicheinnovation project that primarily concerned the cooperation of two long-term care organizations. It was subsidized by a transition program that aimed at changing the long-term care system. I was very interested in the topic as I saw a good opportunity to continue my research on strategy development. Yet in a new domain: long-term care. As it felt like the right time, the right place and the right people, I started my research in January 2010. Initially, being a fresh graduate who was boosted with pure confidence, I was keen to support the strategy development in the project. Throughout the four years, however, I learned that there are all kinds of barriers hindering the development of strategies for niche-innovations which show that the long-term care system has not been ready for change.While the project was running smoothly throughout 2010, it abruptly ended shortly after the subsidy ended in 2011. Hence, I had to look for other cases to develop strategies out of niche-innovations. I wrote a proposal that outlined how the lessons learned in the original project could be used in a new project. One of the participating long-term care organizations of the original project accepted the proposal in 2012. I started conducting interviews as well as holding a workshop to form new strategies out of niche-innovations. But half a year later, the project was cancelled due to an organizational restructuring. I was asked to use the insights in the previous project to re-write the proposal in order to develop integrated longterm care strategies. In 2013, I conducted another 20 interviews. But also this project was cancelled after my key contact person was fired. In the meantime, I integrated my ideas about strategy development in a proposal that we (Geert Dewulf, Hans Voordijk and I) wrote with researchers from Germany and Norway for the Framework Programme 7 (FP7) of the European Union. Unfortunately, our proposal scored just below the threshold. As a consequence of all these drawbacks, vi I started to refocus my research to highlight the importance of understanding the barriers to change so that future programs can enable the change of the long-term care system. In so doing, I used the data of the original project, and data from a retrospective study on two other niche-innovation projects that also participated in the transition program.Writing a th...

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