1. The role of policy-project relations in innovation deployment Maria Kapsali

4. Project Relations in PM theory Relating Process Means Normative Approach Formal preplanned process based on plans and specifications Prescribed control procedures (WBS, phases) and performance criteria (cost, quality, time) Descriptive Approach Formal preplanned process that allows for periodical readjustments of plans and specifications Prescribed control procedures (WBS, phases) and performance criteria (cost, quality, time) incorporating stakeholders and risk assessment (spiral model) Systems Approach Formal processes are guides and can change- relating based on mutual adjustment- managing change Both formal monitoring procedures and informal social mechanisms. Focus on both outcome and process.

5. Policy Relations Relating Process Means The Triple Helix Model of University-Industry-Government Systems ‘‘ operate on each other selectively during processes of mutual adjustment ’’ (Leydesdorff and Etzkowitz, 1996) Bridging function Role substitution Task overlap Pubic Policy literature (implementation through projects) Policy relates to the project through its strategic and implementation rationales in a top-down or bottom-up way (Artto et al., 2004; Matland, 1995) Bottom-up processes to achieve consensus and goal alignment – bridging function Top-down coordination mechanisms to implement rules

7. The concept of Relationality The project is an open system- managing relations through its common boundaries with other systems In this study, Relationality is defined as the actual process and means of interaction between two (or more) (sub)systems in an innovation system.

13. The cases Relationality Project Management Outputs Outcomes Impact of national environments Strategic Rationale Implementation Rationale EARSS Instigate deployment through collaborative networks Provision of resources, organize collaboration through interaction and monitor of results Systemic – focus on mediating between different stakeholder boundaries to achieve the project goals Compromise goals and efficiency Low Deployment Effect on the infrastructure and the motivation of stakeholders to take part Effect on the way managers handle the boundaries with the project stakeholders eTEN Provision of resources, organize collaboration through participation rules and monitor of the project processes and outcomes Normative – focus on managing the boundary with the sponsor to pass evaluation Compromise goals and effectiveness Ceremonial Deployment

14. Key findings Boundary space Policy and project interaction Tensions strategic rationale- Tensions in implementation rationale Policy Strategic and Implementation rationales Project Boundary Tensions in goals and the boundary role of the managers Performance objectives tensions Project Project Management Tasks Prioritization and compromise between goals and performance objectives How do Policy and project relate Effects on project management and performance

15. Theoretical contribution Project efficiency Process Project effectiveness Outcome Project goals Leadership Deployment Strategic rationale Implementation rationale

16. Thank you! Questions?