Understanding Public Procurement of Innovation: Definitions, Innovation Types and Interaction Modes

Rolfstam, Max

doi:10.2139/ssrn.2011488

Cited by 20 publications

(28 citation statements)

References 9 publications

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“…This form of purchasing is usually opposed to 'regular public procurement' which occurs when a public agency buys ready made simple products such as pens and paper, requiring no R&D (Edquist and Hommen, 2000b). Although this definition has the major advantage of neatly distinguishing these two categories of procurement, recent works (Uyarra and Flanagan, 2010;Rolfstam, 2012) both highlight its potential limitations and stress the fact that it constrains the innovative procurement scope to the activities that follow a formal tender process. The reason for considering innovative behaviour after the procurement order lies in the possibility of observing the direct effect of public procurement on firms' innovative behaviour; however, ignoring the phase before the order could hide the indirect impact of the procurement policy.…”

Section: Demand-side Technology Policy: Innovative Public Procurementmentioning

confidence: 99%

Demand-side vs. supply-side technology policies: Hidden treatment and new empirical evidence on the policy mix

2015

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This paper provides new empirical evidence about the impact of various technological policies upon firms' innovative behaviour. We take into consideration the role of policies for innovative activities and we focus on their interaction. While supply-side policies such as R&D subsidies and tax credits have been both extensively discussed in the literature and empirically investigated, the analysis of innovative public procurement is a growing trend in the literature, which still lacks robust empirical evidence. In this paper, we replicate the existing results on supply-side policies, surmise fresh empirical evidence on the outcome of innovative public procurement, and address the issue of possible interaction among the various tools. When controlling for the interaction with other policies, supply-side subsidies cease to be as effective as reported in previous studies and innovative public procurement seems to be more effective than other tools. The preliminary evidence suggests that technology policies exert the highest impact when different policies interact.

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Section: Demand-side Technology Policy: Innovative Public Procurementmentioning

confidence: 99%

Demand-side vs. supply-side technology policies: Hidden treatment and new empirical evidence on the policy mix

2015

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“…In fact, there are various types of innovation‐friendly public procurement, mainly characterized by a common approach based on the identification and involvement of a wide variety of stakeholders with the aim to better understand their needs and define solutions. In this changing context, public agencies should be considered not only important buyers of innovations but also part of a crucial demand system for innovation, which requires the holistic involvement of public procurers, managers and political leaders, and private firms and organizations on the supply side …”

Section: Frameworkmentioning

confidence: 99%

“…In the wide field of eHealth (EH), interventions based on information and communication technology (ICT) can be considered innovative if they enable change. The disruptive innovativeness of EH is mainly related to its ability to support organizational or process changes, produce new models of care, reorganize health care services, and improve patient engagement . In fact, in sociotechnical approaches to ICT in health care, the introduction of a technological innovation is considered a social process that involves a large network of internal and external stakeholders and can deeply affect the health care organization …”

Section: Introductionmentioning

confidence: 99%

“…The disruptive innovativeness of EH is mainly related to its ability to support organizational or process changes, produce new models of care, reorganize health care services, and improve patient engagement. [2][3][4] In fact, in sociotechnical approaches to ICT in health care, the introduction of a technological innovation is considered a social process that involves a large network of internal and external stakeholders and can deeply affect the health care organization. [5][6][7][8] However, various investments in EH have been considered "wasted" resources because they were unable to add value to patient outcomes.…”

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confidence: 99%

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Public strategies for improving eHealth integration and long‐term sustainability in public health care systems: Findings from an Italian case study

Rosis

Nuti

2017

Health Planning & Management

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SummaryeHealth is expected to contribute in tackling challenges for health care systems. However, it also imposes challenges. Financing strategies adopted at national as well regional levels widely affect eHealth long‐term sustainability. In a public health care system, the public actor is among the main “buyers” eHealth. However, public interventions have been increasingly focused on cost containment. How to match these 2 aspects? This article explores some central issues, mainly related to financial aspects, in the development of effective and valuable eHealth strategies in a public health care system: How can the public health care system (as a “buyer”) improve long‐term success and sustainability of eHealth solutions? What levers are available to match in the long period different interests of different stakeholders in the eHealth field? A case study was performed in the Region of Tuscany, Italy. According to our results, win‐win strategies should be followed. Investments should take into account the need to long‐term finance solutions, for sustaining changes in health care organizations for obtaining benefits. To solve the interoperability issues, the concept of the “platform approach” emerged, based on collaboration within and between organizations. Private sector as well as beneficiaries and final users of the eHealth solutions should participate in their design, provision, and monitoring. For creating value for all, the evidence gap and the financial needs could be addressed with a pull mechanism of funding, aimed at paying according to the outcomes produced by the eHealth solution, on the base of an ongoing monitoring, measurement, and evaluation of the outcomes.

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“…Structuring encompasses the sub-processes of (i) acquiring, (ii) accumulating, and (iii) divesting resources Acquiring is the process of procuring resources from strategic factor markets (e.g., land, street lights) and/or other, not freely traded, resources owned or controlled by public organizations (e.g., police services). The procurement function is strategically important in increasing the competitive advantage of a city because it can support wider political, social and ecological policy goals, serves as an opportunity for cities to (re-)gain control over sensitive policy areas (Wollmann & Marcou, 2010), generate revenue (Reichard & Röber, 2012), and stimulate innovation (e.g., Rolfstam, 2012).…”

Section: Structuring the Resource Portfoliomentioning

confidence: 99%

Resource orchestration as a source of competitive advantage for cities

Berseck

Knyphausen‐Aufseß

2018

Managementforschung

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-DeutschInmitten des aktuellen Urbanisierungstrends bietet diese Dissertation eine Antwort auf den Mere resources are frequently insufficient to generate competitiveness in our increasingly demanding world; urban administrators, policymakers and other practitioners concerned with the management of their place need capabilities to use resources efficiently while adapting to their changing environments. Therefore, I argue for the value of extending the resource-based theory -especially, its dynamic refinement, the theory of resource orchestration -to answer the question how places can achieve a sustainable competitive advantage. I develop a fourstep process framework of strategically managing resources and developing capabilities that includes (a) structuring their resource portfolio, (b) bundling resources to capabilities, (c) leveraging capability configurations and (d) continuously synchronizing each activity.I try to give this model its specific urban shape by zooming into the city and empirically applying it to the internationally growing urban governance tool of Business Improvement Districts (BIDs). The first empirical study emphasizes one particularly important, placespecific resource, namely social capital, and examines the unique relationships between social capital and resource bundling based on archival, interview and direct observation data of 12BIDs in New York City. The findings suggest that each component of the resource bundling process mediates between social capital and the BID's capability to function as community development entity. Contents IVThe second empirical study focusses on capability leveraging and elaborates this resource orchestration step in the context of 15 BID-government relationships in the City of Hamburg.This chapter advances qualitative research to disentangle the actual processes of strategy development, coordination and implementation between public and private actors. It identifies different leveraging approaches and collaborative outcomes depending on the social capital configurations of the BID-government relationships. By focusing on the partnerships' networks of relationships, inherent interests and capabilities that enable (or inhibit) public and private actors to work together, the study makes an important contribution to the literature, theorizing the entire process of how public-private collaborations are strategically managed.Combined, this dissertation informs theory and practice on the strategic management of cities and BIDs. The focus shifts from viewing them as black box, through which certain inputs flow to become outputs, towards the development of capabilities for policymakers, administrators and practitioners that allow them to utilize resources efficiently and establish structures to work collaboratively. Hereby, I show and explain how places can affect their development trajectories through conscious managerial actions taken to increase their performance.

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Understanding Public Procurement of Innovation: Definitions, Innovation Types and Interaction Modes

Cited by 20 publications

References 9 publications

Demand-side vs. supply-side technology policies: Hidden treatment and new empirical evidence on the policy mix

Demand-side vs. supply-side technology policies: Hidden treatment and new empirical evidence on the policy mix

Public strategies for improving eHealth integration and long‐term sustainability in public health care systems: Findings from an Italian case study

Resource orchestration as a source of competitive advantage for cities

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