This study is based on cases of the EU project “Social Innovation: Drivers of social change” (2014-2017), and applied the method Qualitative Comparative Analysis (QCA), which is also intended to be applied in WP8 of BEYOND4.0.
This document provides guidelines for developing case studies about architectural projects. It includes sections on project abstracts, perspectives, analysis, and submission guidelines. The intended purpose is to create a body of knowledge about architecture practice through rigorous case studies. Case studies can be used for education in schools of architecture and continuing education for practitioners. They provide context and lessons about the complexity of projects and decision making in architectural practice.
Drivers and tools for internationalization of Higher Education InstitutionsMagda Ferro
This document provides a literature review and conceptual framework on the internationalization of higher education institutions. It discusses:
1) Approaches to internationalization, including program-based vs organization-based strategies, and activity/competency/ethos/process frameworks.
2) Definitions of internationalization from various authors, emphasizing it as an integrating process.
3) Rationales or motivations for internationalization identified in literature, including academic, socio-cultural, political and economic rationales.
4) Multi-level determinants that influence universities' internationalization strategies, including national, institutional and individual factors.
The document lays conceptual groundwork to understand drivers, approaches and definitions of international
Evaluating complex change across projects and contexts: Methodological lesson...Itad Ltd
This document discusses the methodology used to evaluate DFID's social accountability portfolio, which included 361 diverse projects. The evaluation used Qualitative Comparative Analysis (QCA) on 50 cases and narrative analysis on 13 case studies. Combining QCA with narrative analysis provided both numerical evidence from a large number of cases and in-depth qualitative analysis to interpret the QCA findings. Some challenges encountered were data quality issues, difficulty unpacking complex context factors, and limitations due to the project timeline not allowing for full iteration between methods. Overall, mixing QCA and narrative analysis proved useful for understanding what approaches worked best across different contexts.
Facing the future: Sense-making in Horizon ScanningTotti Könnölä
The document summarizes a conference on horizon scanning and sense-making. It discusses how horizon scanning involves collecting observations of potential future developments and deriving policy implications. Sense-making is inseparable from scanning and involves perceiving, interpreting and constructing meaning from emerging trends. The case study described a horizon scanning exercise where 381 issues were identified, assessed, and synthesized into cross-cutting challenges to inform EU policymaking recommendations on sustainability, social changes, and governance.
Can We Demonstrate the Difference that Norwegian Aid makes? - Evaluation of t...Itad Ltd
This document summarizes the key findings and recommendations from an evaluation of Norway's aid administration's results measurement system. The evaluation assessed whether internal policies, staff training, and evaluation practices sufficiently emphasized measuring aid results. It found the following:
1) Existing policies and guidance for results measurement in grant management were insufficient and not adequately implemented.
2) Staff training on results measurement had gaps and was not prioritized.
3) Evaluations commissioned by Norway's Evaluation Department did not sufficiently focus on measuring outcomes and impacts.
The evaluation recommended both technical changes to strengthen results measurement policies and practices, as well as structural changes to address capacity issues. It suggested improving guidance, training, and oversight of both grant reporting and external
This document provides an overview and agenda for a webinar about the E-Team Grant & Training Program hosted by VentureWell. It begins with introductions to VentureWell, their mission to support student innovators, and an overview of their various programs. It then discusses details of the E-Team program, including requirements, the application and selection process, intellectual property policies, and examples of successful companies formed by past E-Team grantees. The webinar agenda includes a question and answer period and covers topics like common reasons proposals are rejected to help applicants.
The VentureWell E-Team Grant & Training Program provides funding and training to multidisciplinary student teams working to commercialize STEM-based inventions. Teams apply for $5,000 grants to develop their technologies and attend a workshop focusing on market validation. Successful teams have potential for significant social and environmental impact. The application requires details on the invention, market fit, team composition, and commercialization plan. Selection prioritizes technical and market feasibility, commercial potential, team expertise, and positive impact. The goal is supporting students in bringing their ideas to market.
Ifkad 2018 a consultant practical knowledge approach of the higher educati...IFSC
This document discusses a knowledge management approach used by consultants to assist a Brazilian university with internationalization. It describes the comprehensive internationalization model used, which involved four phases from August to November 2017 to understand the university's structure, improve processes and planning, systematize information, and deliver a final report. The knowledge management approach focused on lessons learned rather than auditing. It highlighted practical implications for universities beginning internationalization like supporting processes, providing resources, evaluating programs, and communicating. For consultants, it noted importance of clear communication and avoiding misunderstandings.
This document provides guidelines for developing case studies about architectural projects. It includes sections on project abstracts, perspectives, analysis, and submission guidelines. The intended purpose is to create a body of knowledge about architecture practice through rigorous case studies. Case studies can be used for education in schools of architecture and continuing education for practitioners. They provide context and lessons about the complexity of projects and decision making in architectural practice.
Drivers and tools for internationalization of Higher Education InstitutionsMagda Ferro
This document provides a literature review and conceptual framework on the internationalization of higher education institutions. It discusses:
1) Approaches to internationalization, including program-based vs organization-based strategies, and activity/competency/ethos/process frameworks.
2) Definitions of internationalization from various authors, emphasizing it as an integrating process.
3) Rationales or motivations for internationalization identified in literature, including academic, socio-cultural, political and economic rationales.
4) Multi-level determinants that influence universities' internationalization strategies, including national, institutional and individual factors.
The document lays conceptual groundwork to understand drivers, approaches and definitions of international
Evaluating complex change across projects and contexts: Methodological lesson...Itad Ltd
This document discusses the methodology used to evaluate DFID's social accountability portfolio, which included 361 diverse projects. The evaluation used Qualitative Comparative Analysis (QCA) on 50 cases and narrative analysis on 13 case studies. Combining QCA with narrative analysis provided both numerical evidence from a large number of cases and in-depth qualitative analysis to interpret the QCA findings. Some challenges encountered were data quality issues, difficulty unpacking complex context factors, and limitations due to the project timeline not allowing for full iteration between methods. Overall, mixing QCA and narrative analysis proved useful for understanding what approaches worked best across different contexts.
Facing the future: Sense-making in Horizon ScanningTotti Könnölä
The document summarizes a conference on horizon scanning and sense-making. It discusses how horizon scanning involves collecting observations of potential future developments and deriving policy implications. Sense-making is inseparable from scanning and involves perceiving, interpreting and constructing meaning from emerging trends. The case study described a horizon scanning exercise where 381 issues were identified, assessed, and synthesized into cross-cutting challenges to inform EU policymaking recommendations on sustainability, social changes, and governance.
Can We Demonstrate the Difference that Norwegian Aid makes? - Evaluation of t...Itad Ltd
This document summarizes the key findings and recommendations from an evaluation of Norway's aid administration's results measurement system. The evaluation assessed whether internal policies, staff training, and evaluation practices sufficiently emphasized measuring aid results. It found the following:
1) Existing policies and guidance for results measurement in grant management were insufficient and not adequately implemented.
2) Staff training on results measurement had gaps and was not prioritized.
3) Evaluations commissioned by Norway's Evaluation Department did not sufficiently focus on measuring outcomes and impacts.
The evaluation recommended both technical changes to strengthen results measurement policies and practices, as well as structural changes to address capacity issues. It suggested improving guidance, training, and oversight of both grant reporting and external
This document provides an overview and agenda for a webinar about the E-Team Grant & Training Program hosted by VentureWell. It begins with introductions to VentureWell, their mission to support student innovators, and an overview of their various programs. It then discusses details of the E-Team program, including requirements, the application and selection process, intellectual property policies, and examples of successful companies formed by past E-Team grantees. The webinar agenda includes a question and answer period and covers topics like common reasons proposals are rejected to help applicants.
The VentureWell E-Team Grant & Training Program provides funding and training to multidisciplinary student teams working to commercialize STEM-based inventions. Teams apply for $5,000 grants to develop their technologies and attend a workshop focusing on market validation. Successful teams have potential for significant social and environmental impact. The application requires details on the invention, market fit, team composition, and commercialization plan. Selection prioritizes technical and market feasibility, commercial potential, team expertise, and positive impact. The goal is supporting students in bringing their ideas to market.
Ifkad 2018 a consultant practical knowledge approach of the higher educati...IFSC
This document discusses a knowledge management approach used by consultants to assist a Brazilian university with internationalization. It describes the comprehensive internationalization model used, which involved four phases from August to November 2017 to understand the university's structure, improve processes and planning, systematize information, and deliver a final report. The knowledge management approach focused on lessons learned rather than auditing. It highlighted practical implications for universities beginning internationalization like supporting processes, providing resources, evaluating programs, and communicating. For consultants, it noted importance of clear communication and avoiding misunderstandings.
To better prepare policy and decision makers in today’s complex and inter-dependent environments, FTA methods can play a significant role in enabling early warning signal detection and pro-active policy action. This paper analyses the use of different horizon scanning approaches and methods as applied in the SESTI project. A comparative analysis is provided as well as a brief evaluation of meeting the needs of policy-makers in identify areas of intervention by policy formulation. The paper suggests that the selection of the best scanning approaches and methods is subject to contextual and content issues. At the same time, there are certain issues characterising horizon scanning processes, methods and results that should be kept in mind by both practitioners and policy-makers.
Do great technological ideas make great business opportunities? Entrepreneur’...University of Stuttgart
Presentation at: 2013 IEEE International Technology Management Conference & 19th ICE Conference, At Den Hague.
How do technology-based entrepreneurs transform technological ideas into business opportunities? We explore how individual’s self-regulatory focus and institutional forces influence in the opportunity construction process. This research addresses the apparent paradox between the exploration efforts of the entrepreneur to find a use for the technological idea, with the institutional pressure advance to opportunity exploitation. We use an inductive multiple-case study with a sample of three technology-based entrepreneurs to shed some light on the phenomena. The results suggest that there is a two-stage process in the transformation of an idea into an opportunity; entrepreneur’s ability to moderate their self-regulatory focus is seen to play an important role in this process. These findings hold several implications for entrepreneurs and stakeholders interested in promoting technology-based entrepreneurship.
The ROER4D project evaluates the use and impact of open educational resources in the Global South. It uses a utilization-focused evaluation framework where the evaluations are centered around the intended use by intended users. Some benefits of this open approach include an inclusive team dynamic and opportunities to adapt. Key challenges include the fact that some evaluation work cannot always be fully open due to issues of propriety, and differences in time zones and technologies between project members. The evaluation work aims to balance open sharing with carefully considering what can be shared and when.
GOVERNMENT PROGRAMMES &POLICIES FOR ENTRE PRENEURSHIPastha117
This document summarizes various government programmes and policies in India to promote entrepreneurship. It discusses programmes run by organizations like SIDBI, NSTEDB, and their initiatives such as STEP, IEDC, EDP, OLPE, EAC, STED, FDP, and TEDP which provide funding, training, and resources to encourage entrepreneurship. It also outlines policies that aim to boost women entrepreneurship through self-help groups, loans, training programs, and addressing socio-economic barriers faced by women entrepreneurs in India. The conclusion emphasizes that the goal of these policies is to nurture entrepreneurial mindsets and assist entrepreneurs while addressing specific challenges faced by women.
GLOBAL FORESIGHT: LESSONS FROM SCENARIO AND ROADMAPPING EXERCISE ON MANUFACTU...Totti Könnölä
Geographical dispersion, organisational and cultural differences, and numerous participants characterise international foresight exercises. In this paper, the authors develop four principles for the design and management of global foresight exercises building on the experience from designing and managing a foresight process in connection with the Intelligent Management FacturingManufacturing Systems (IMS) 2020 project. The authors reflect and discuss against the exercise the suitability of the four principles for global foresight in general. For instance, understanding interconnected innovation systems is crucial for helping participants to position the exercise and their own activities better in the global context; responsiveness towards diversity of stakeholders strengthen commitment and encourage learning and creative problem solving; embeddedness of foresight in existing international networks benefits from existing organisational structures and facilitates for timely and efficiently mobilisation of stakeholder communities; finally, ‘glocal’ impact orientation connects foresight activities to both local and international decision-making structures. Furthermore, the findings indicate that scalable design is one of the key determinants for succesfulsuccessful adaption of foresight to geographical dispersion and numerous participants.
This document discusses the complex and dynamic nature of development, management, and knowledge. It notes that development involves multiple stakeholders with diverse goals in unpredictable contexts. Management requires the ability to create conditions for understanding, relationships, and appropriate interventions through iteration. The benefits of innovative interdisciplinary initiatives are often unexpected, inexpressible in the originating discipline, and arise long after the initiative ends. Assessment of development should focus on broader learning rather than meeting plans and is challenging due to issues of causality, overlapping interests, and timeframes.
The presentation gives an overview of how the HOTEL (Holistic Approach to Technology Enhanced Learning) project intends to develop and test an Innovation Support Model which will help research projects in TEL/e-learning reach sustainability / commercialisation.
Exploring the use of signals in the venture emergence of new technology-based...University of Stuttgart
Presentation at 20th ICE Conference – IEEE TMC Europe Conference 23-25 June 2014, Bergamo, Italy.
Abstract: New technology-based firms have to deal with the
technology development and market search challenges at the same time. The venture emergence in technology entrepreneurship symbolizes that the new venture has been able to find the right fit for its technology and becomes an operating business. The complex nature and dynamism of technology markets suggest the need to look beyond the venture resources in order to explain how new ventures overcomes the market uncertainty towards their technological products, and become operational businesses. We use a multiple case study of three new technology-based firms to explore the use of signals as market creation strategies in the context of venture emergence. The results suggest that entrepreneurs rely on market, technology and social capital signaling to reduce the uncertainty and advance towards venture emergence. This research holds implications for researchers interested in further exploring the integration of marketing, signaling and entrepreneurship theories and for entrepreneurs interested in overcoming the market uncertainty towards their technology, products and venture performance.
Perspectives on Research Funding: the why, what and how of commissioning exce...The Impact Initiative
The document provides an overview of the research commissioning process from the perspectives of multiple stakeholders.
It discusses the key elements of a successful research proposal, including clearly demonstrating how the proposed research addresses the specific call, advances existing knowledge, and is methodologically rigorous. It emphasizes the importance of assembling the right team and planning the project realistically.
The pathways to impact section is identified as an opportunity to show non-academic users have been considered. Key recommendations include identifying actual and potential users, securing support from partners, and outlining pragmatic engagement and communication tools. Coherence and evidence of involvement from named organizations is important.
The document discusses peer review processes for research funding and publications. It defines peer review as the evaluation of scientific work by qualified experts in the same field. The key areas of peer review application are the evaluation of research findings for publication, research/innovation proposals for funding, and the evaluation of research teams/institutions. The document outlines best practices for designing peer review processes, including selecting qualified peers, developing assessment criteria, and establishing review panels to evaluate and rank proposals in a transparent, impartial manner.
The National Innovation Network (NIN) is a national network of university-based researchers and innovators created by the National Science Foundation (NSF) to help turn scientific discoveries into successful commercial products and new ventures. It connects over 900 research teams across 58 university sites and 8 regional nodes. By teaching customer discovery and lean startup methodology, the NIN has helped launch over 324 new companies. It provides a national community for collaboration, mentorship, and resources to support innovators in commercializing their research.
Step-by-Step Guide to Academic-Industry PartnershipsJon Duke, MD, MS
This document outlines 8 steps for creating successful academic-industry partnerships: 1) Know your own goals and capabilities. 2) Understand your partner's goals, culture, and expectations. 3) Jointly define a shared vision and goals. 4) Develop a formal contract covering funding, intellectual property, and publications. 5) Establish governance structures. 6) Engage in thorough project planning. 7) Execute the work collaboratively. 8) Review outcomes and processes and iteratively improve the partnership.
Workshop: how to prepare a MSCA Individual Fellowship proposal,Aurelio Ruiz Garcia
Our view on Marie Curie Grants and how to be competitive. Workshop on how to prepare a MSCA Individual Fellowship proposal, UPF, 26/06/14 with Regina López.
Marie Skłodowska-Curie Actions (MSCA) in Horizon 2020SRTD _ II
MSCA Objective
Ensure the optimum development and dynamic use of Europe’s intellectual capital in order to generate new skills, knowledge and innovation
Evaluability Assessments and Choice of Evaluation MethodsDebbie_at_IDS
The document discusses evaluability assessments (EAs) and how they can inform the choice of evaluation methods. Key points:
- EAs examine a project's design, available information, and context to determine if and how an evaluation could be conducted. They help ensure evaluations are useful and feasible.
- Common EA steps include reviewing documentation, engaging stakeholders, and making recommendations about a project's logic, monitoring systems, and potential evaluation approaches.
- Choosing evaluation methods depends on the EA results as well as the evaluation's purpose, required credibility, complexity of the intervention, and available resources. Methods like experiments provide strong evidence of impact but are difficult to implement.
- EAs improve evaluation quality by engaging
Template presentation used for the consultation workshops carried out by the RRI Hub members accross Europe on stakeholders' obstacles, opportunities and ideas for RRI in October-November 2014.
The document provides an overview of the VentureWell E-Team Grant & Training Program. It begins with introductions to VentureWell and its mission to support student innovators. It then describes the E-Team Program, which provides grants, training and support to multidisciplinary student teams working to commercialize STEM-based inventions. Key details include the application process, eligibility requirements, selection criteria, program benefits and examples of successful companies founded by past E-Teams.
David Fleming held a seminar on monitoring and evaluation in conflict-affected environments at the Post-war Reconstruction and Development Unit (PRDU), University of York.
This document outlines scaling approaches and how to improve scaling performance. It discusses that scaling is about optimizing resources to reach more beneficiaries faster and more cost-efficiently. Traditional scaling approaches often fail due to unrealistic expectations and a lack of tailored strategies. The new approach involves making scaling an integral part of project design, using evidence to identify bottlenecks and strategies, and monitoring progress. This includes unpacking what is being scaled, such as technological, social or policy components. The scaling readiness framework provides a stepwise process to characterize innovations, diagnose bottlenecks, strategize solutions, agree on strategies with partners, and monitor impact. This approach can help projects, portfolios, and resource mobilization by improving scaling outcomes.
Presentation from Attilio Orecchio and Alessandro Carbone (ThinkEurope Consulting) about european project design, logical frame approach and important keywords
To better prepare policy and decision makers in today’s complex and inter-dependent environments, FTA methods can play a significant role in enabling early warning signal detection and pro-active policy action. This paper analyses the use of different horizon scanning approaches and methods as applied in the SESTI project. A comparative analysis is provided as well as a brief evaluation of meeting the needs of policy-makers in identify areas of intervention by policy formulation. The paper suggests that the selection of the best scanning approaches and methods is subject to contextual and content issues. At the same time, there are certain issues characterising horizon scanning processes, methods and results that should be kept in mind by both practitioners and policy-makers.
Do great technological ideas make great business opportunities? Entrepreneur’...University of Stuttgart
Presentation at: 2013 IEEE International Technology Management Conference & 19th ICE Conference, At Den Hague.
How do technology-based entrepreneurs transform technological ideas into business opportunities? We explore how individual’s self-regulatory focus and institutional forces influence in the opportunity construction process. This research addresses the apparent paradox between the exploration efforts of the entrepreneur to find a use for the technological idea, with the institutional pressure advance to opportunity exploitation. We use an inductive multiple-case study with a sample of three technology-based entrepreneurs to shed some light on the phenomena. The results suggest that there is a two-stage process in the transformation of an idea into an opportunity; entrepreneur’s ability to moderate their self-regulatory focus is seen to play an important role in this process. These findings hold several implications for entrepreneurs and stakeholders interested in promoting technology-based entrepreneurship.
The ROER4D project evaluates the use and impact of open educational resources in the Global South. It uses a utilization-focused evaluation framework where the evaluations are centered around the intended use by intended users. Some benefits of this open approach include an inclusive team dynamic and opportunities to adapt. Key challenges include the fact that some evaluation work cannot always be fully open due to issues of propriety, and differences in time zones and technologies between project members. The evaluation work aims to balance open sharing with carefully considering what can be shared and when.
GOVERNMENT PROGRAMMES &POLICIES FOR ENTRE PRENEURSHIPastha117
This document summarizes various government programmes and policies in India to promote entrepreneurship. It discusses programmes run by organizations like SIDBI, NSTEDB, and their initiatives such as STEP, IEDC, EDP, OLPE, EAC, STED, FDP, and TEDP which provide funding, training, and resources to encourage entrepreneurship. It also outlines policies that aim to boost women entrepreneurship through self-help groups, loans, training programs, and addressing socio-economic barriers faced by women entrepreneurs in India. The conclusion emphasizes that the goal of these policies is to nurture entrepreneurial mindsets and assist entrepreneurs while addressing specific challenges faced by women.
GLOBAL FORESIGHT: LESSONS FROM SCENARIO AND ROADMAPPING EXERCISE ON MANUFACTU...Totti Könnölä
Geographical dispersion, organisational and cultural differences, and numerous participants characterise international foresight exercises. In this paper, the authors develop four principles for the design and management of global foresight exercises building on the experience from designing and managing a foresight process in connection with the Intelligent Management FacturingManufacturing Systems (IMS) 2020 project. The authors reflect and discuss against the exercise the suitability of the four principles for global foresight in general. For instance, understanding interconnected innovation systems is crucial for helping participants to position the exercise and their own activities better in the global context; responsiveness towards diversity of stakeholders strengthen commitment and encourage learning and creative problem solving; embeddedness of foresight in existing international networks benefits from existing organisational structures and facilitates for timely and efficiently mobilisation of stakeholder communities; finally, ‘glocal’ impact orientation connects foresight activities to both local and international decision-making structures. Furthermore, the findings indicate that scalable design is one of the key determinants for succesfulsuccessful adaption of foresight to geographical dispersion and numerous participants.
This document discusses the complex and dynamic nature of development, management, and knowledge. It notes that development involves multiple stakeholders with diverse goals in unpredictable contexts. Management requires the ability to create conditions for understanding, relationships, and appropriate interventions through iteration. The benefits of innovative interdisciplinary initiatives are often unexpected, inexpressible in the originating discipline, and arise long after the initiative ends. Assessment of development should focus on broader learning rather than meeting plans and is challenging due to issues of causality, overlapping interests, and timeframes.
The presentation gives an overview of how the HOTEL (Holistic Approach to Technology Enhanced Learning) project intends to develop and test an Innovation Support Model which will help research projects in TEL/e-learning reach sustainability / commercialisation.
Exploring the use of signals in the venture emergence of new technology-based...University of Stuttgart
Presentation at 20th ICE Conference – IEEE TMC Europe Conference 23-25 June 2014, Bergamo, Italy.
Abstract: New technology-based firms have to deal with the
technology development and market search challenges at the same time. The venture emergence in technology entrepreneurship symbolizes that the new venture has been able to find the right fit for its technology and becomes an operating business. The complex nature and dynamism of technology markets suggest the need to look beyond the venture resources in order to explain how new ventures overcomes the market uncertainty towards their technological products, and become operational businesses. We use a multiple case study of three new technology-based firms to explore the use of signals as market creation strategies in the context of venture emergence. The results suggest that entrepreneurs rely on market, technology and social capital signaling to reduce the uncertainty and advance towards venture emergence. This research holds implications for researchers interested in further exploring the integration of marketing, signaling and entrepreneurship theories and for entrepreneurs interested in overcoming the market uncertainty towards their technology, products and venture performance.
Perspectives on Research Funding: the why, what and how of commissioning exce...The Impact Initiative
The document provides an overview of the research commissioning process from the perspectives of multiple stakeholders.
It discusses the key elements of a successful research proposal, including clearly demonstrating how the proposed research addresses the specific call, advances existing knowledge, and is methodologically rigorous. It emphasizes the importance of assembling the right team and planning the project realistically.
The pathways to impact section is identified as an opportunity to show non-academic users have been considered. Key recommendations include identifying actual and potential users, securing support from partners, and outlining pragmatic engagement and communication tools. Coherence and evidence of involvement from named organizations is important.
The document discusses peer review processes for research funding and publications. It defines peer review as the evaluation of scientific work by qualified experts in the same field. The key areas of peer review application are the evaluation of research findings for publication, research/innovation proposals for funding, and the evaluation of research teams/institutions. The document outlines best practices for designing peer review processes, including selecting qualified peers, developing assessment criteria, and establishing review panels to evaluate and rank proposals in a transparent, impartial manner.
The National Innovation Network (NIN) is a national network of university-based researchers and innovators created by the National Science Foundation (NSF) to help turn scientific discoveries into successful commercial products and new ventures. It connects over 900 research teams across 58 university sites and 8 regional nodes. By teaching customer discovery and lean startup methodology, the NIN has helped launch over 324 new companies. It provides a national community for collaboration, mentorship, and resources to support innovators in commercializing their research.
Step-by-Step Guide to Academic-Industry PartnershipsJon Duke, MD, MS
This document outlines 8 steps for creating successful academic-industry partnerships: 1) Know your own goals and capabilities. 2) Understand your partner's goals, culture, and expectations. 3) Jointly define a shared vision and goals. 4) Develop a formal contract covering funding, intellectual property, and publications. 5) Establish governance structures. 6) Engage in thorough project planning. 7) Execute the work collaboratively. 8) Review outcomes and processes and iteratively improve the partnership.
Workshop: how to prepare a MSCA Individual Fellowship proposal,Aurelio Ruiz Garcia
Our view on Marie Curie Grants and how to be competitive. Workshop on how to prepare a MSCA Individual Fellowship proposal, UPF, 26/06/14 with Regina López.
Marie Skłodowska-Curie Actions (MSCA) in Horizon 2020SRTD _ II
MSCA Objective
Ensure the optimum development and dynamic use of Europe’s intellectual capital in order to generate new skills, knowledge and innovation
Evaluability Assessments and Choice of Evaluation MethodsDebbie_at_IDS
The document discusses evaluability assessments (EAs) and how they can inform the choice of evaluation methods. Key points:
- EAs examine a project's design, available information, and context to determine if and how an evaluation could be conducted. They help ensure evaluations are useful and feasible.
- Common EA steps include reviewing documentation, engaging stakeholders, and making recommendations about a project's logic, monitoring systems, and potential evaluation approaches.
- Choosing evaluation methods depends on the EA results as well as the evaluation's purpose, required credibility, complexity of the intervention, and available resources. Methods like experiments provide strong evidence of impact but are difficult to implement.
- EAs improve evaluation quality by engaging
Template presentation used for the consultation workshops carried out by the RRI Hub members accross Europe on stakeholders' obstacles, opportunities and ideas for RRI in October-November 2014.
The document provides an overview of the VentureWell E-Team Grant & Training Program. It begins with introductions to VentureWell and its mission to support student innovators. It then describes the E-Team Program, which provides grants, training and support to multidisciplinary student teams working to commercialize STEM-based inventions. Key details include the application process, eligibility requirements, selection criteria, program benefits and examples of successful companies founded by past E-Teams.
David Fleming held a seminar on monitoring and evaluation in conflict-affected environments at the Post-war Reconstruction and Development Unit (PRDU), University of York.
This document outlines scaling approaches and how to improve scaling performance. It discusses that scaling is about optimizing resources to reach more beneficiaries faster and more cost-efficiently. Traditional scaling approaches often fail due to unrealistic expectations and a lack of tailored strategies. The new approach involves making scaling an integral part of project design, using evidence to identify bottlenecks and strategies, and monitoring progress. This includes unpacking what is being scaled, such as technological, social or policy components. The scaling readiness framework provides a stepwise process to characterize innovations, diagnose bottlenecks, strategize solutions, agree on strategies with partners, and monitor impact. This approach can help projects, portfolios, and resource mobilization by improving scaling outcomes.
Presentation from Attilio Orecchio and Alessandro Carbone (ThinkEurope Consulting) about european project design, logical frame approach and important keywords
A ceLTIc project webinar. The ceLTIc project shows how to enable LTI (Learning Tools Interoperability) connectors to build a flexible infrastructure.This session will discuss how the JISC-funded ceLTIc:sharing project is evaluating the use of LTI to provide a shared service for institutions interested in evaluating WebPA. It will include a demonstration of linking to the tool from Blackboard Learn 9 and Moodle, as well as how the outcomes service along with the unofficial memberships and setting extensions are being used to enhance this integration in a VLE-independent way.
Jisc conference 2012
In the search to find the winning formula, managing innovation is based on hard work and reliable data, not entirely on the practice, recognizing necessary but sufficient conditions and context. A set of propositions potentially lay the foundation for a review of the existing basis for measuring performance and success in delivering towards shareholder expectations in today’s knowledge era – however, how does existing concepts, methods, approaches, models, practices and theoretical constructs support investment decision-making for achieving maximum shareholder value and sustained business success, recognizing your specific business context, whether starting up, growing, mature or in turn-around.
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
seminar on top down knowledge transfer vs co creation Pk N
1) The document discusses top-down knowledge transfer versus co-creation approaches for supporting agricultural innovation. It notes the limitations of top-down linear technology transfer models.
2) Co-creation is defined as active collaboration between producers and users initiated by firms to co-construct services and solutions. It allows for dialogue, access, and transparency between stakeholders.
3) Advantages of co-creation include adaptive innovation through learning cycles, building strategic relationships, and creating exceptional experiences through provocative leadership that focuses on customer needs.
Final Class Presentation on Direct Problem-solving Intervention Projects.pptxGeorgeKabongah2
The document provides guidance on developing an effective project proposal. It outlines key components including an executive summary, organization description, problem statement with goals and objectives, methodology, budget, and sustainability plan. The proposal should clearly identify the problem and solution, stakeholders, and logical framework to convince donors the project is worthwhile and well-planned. Components are structured to build the case for funding and demonstrate the project will solve needs identified by the community.
Executive summary of knowledge exchange processes in KEEN projects, funded by the European Regional Development Fund and managed by the University of Wolverhampton
Evaluation amidst complexity: 8 questions evaluators should askAnn Larson
This document discusses evaluation approaches for complex adaptive systems. It begins with an overview of complexity and characteristics of complex systems. It then presents 8 questions evaluators should ask to evaluate projects through a complexity lens. The questions focus on issues like understanding history and priorities, accommodating diversity, influencing dynamics, monitoring and adapting to changes. The document provides examples and explanations for each question. It concludes that these questions can help evaluators contribute to the evidence base on influencing behavior in complex systems.
Marina Dabic Managing University ResourcesYouth Agora
The document discusses managing university resources and developing public-private partnerships. It outlines the emerging higher education environment with increasing pressures from students, technology, markets and competitors. Several universities were analyzed using a SWOT framework to identify strengths, weaknesses, opportunities and threats. Key messages discussed include the need to shift emphasis from funding to resources and activities, increase innovative solutions, and foster public-private partnerships and interdisciplinary collaboration to increase impact.
Social innovation research on coworking clusters
Develops a new model of entrepreneurship and social innovation by favouring cooperation and operational bridging between public actors, universities, training centres and "mainstream" clusters together with civil society.
Kornelia Konrad-La empresa y las políticas de innovación transformadorasFundación Ramón Areces
El 25 de abril de 2017 organizamos en la Fundación Ramón Areces una mesa redonda sobre 'La empresa y las políticas de innovación transformadoras'. En este foro participaron, entre otros, Totti Konnola, CEO de Insight Foresight Institute; Luis Fernando Álvarez-Gascón Pérez, Director General GMV secure eSolutions; y Francisco Marín, Director General del CDTI. Esta actividad se celebró en colaboración con el Grupo de Investigación en Economía y Política de la Innovación de la Universidad Complutense de Madrid (GRINEI-UCM) y el Foro de Empresas Innovadoras (FEI).
Workshop proceedings of "Identifying contextualized indicators to measure SDGs"4th Wheel Social Impact
Keeping social impact management at the centre, 4th Wheel Social Impact is committed to strengthening social programs in India by improving the way they are designed, implemented, monitored and evaluated. The organization believes the integration of data, technology and partnerships will enable the achievement of the Sustainable Development Goals (SDGs).
The workshop focussed on Theory of Change, Indicator Development, SDG linkages of indicators.
This workshop was supported by Swedish Institute.
This annotated compendium of evaluation planning guides can help you understand the basics of conducting an evaluation; learn how to create a logic model and indicators; understand evaluation terminology; develop performance management metrics; and evaluate your research, knowledge translation and commercialization activities, outputs and outcomes.
Wp.Priority Setting, Paris 29 30 Oct. 07Wolfgang_Polt
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‘Measuring cases of social innovation using Qualitative Comparative Analysis
1. ‘Measuring cases of social innovation using
Qualitative Comparative Analysis: moving
away from anecdotalism towards
sensemaking patterns’
Parallel Session: 28 October, 13.30-15.30
Measurement of social innovation
Peter Oeij / TNO, Netherlands
This project has
received funding
from the European
Union’s Horizon
2020 research and
innovation
programme under
grant agreement
No 8222293.
2. Content of my talk
- 1.The cases of social innovation of SI-DRIVE
- 2.What is Qualitative Comparative Analysis?
- 3.Measuring Social Innovation?
- 4.Results
- 5.Conclusions and future avenues
4. EDUCATION AND LIFELONG LEARNING
EMPLOYMENT
ENVIRONMENT AND CLIMATE CHANGE
ENERGY SUPPLY
TRANSPORT AND MOBILITY
HEALTH AND SOCIAL CARE
POVERTY REDUCTION AND SUSTAINABLE DEVELOPMENT
…82 cases out of 22 practice fields from more than
30 countries… taken from the existing database of
the 1.005 mapped cases
5. 2. What is Qualitative Comparative Analysis (QCA)?
6. • “comparative, caseoriented
approach and aims to
capture the complexity of a
case while providing a
certain level of
generalization” (Rihoux &
Ragin, 2008).
• Basic question: what do
have case A and B in
common, and where do
they differ?
https://ordinarymostly.wordpress.com/2010/10/26/fun-with-google-and-
venn-diagrams/
7. Social Innovation Cases: 1,2,3,4…….. 82
Succesful
innovation
(here: successful
adoption of social
innovation)
Variable 1
Variable 2
Variable 3
Variable 4
Variable 5
Variable 6
Variable 7
Which combinations of ‘condition variables’ (‘configuration’)
will explain successful innovation (‘outcome’)?
8. Purpose is to reduce data and make senseful
observations
• Theoretical assumption: there is not ‘one simple explanation’
for succesful innovation: from practice we know there are
different reasons for failure and success
• In the case of 7 variables there are 128 combinations
possible (27 = 128)
• How to arrive at a meaningful reduction that allows for some
generalization?
9. QCA looks for ‘combinations of variables’ in the empirical world:
Sufficiency and Necessity
[Wendy Olsen: http://hummedia.manchester.ac.uk/institutes/methods-manchester/docs/qca.pdf]
[here: successful
social
innovation]
[here: successful
social
innovation]
10. Selecting the
plausible
configurations
(paths)
The QCA sub stages:
1. Calibration
2. Analysis of necessary causes
3. The analysis of sufficient causes
4. Analysis of truth table of
configurations (paths)
Describing the
plausible
configurations and
adding these with
‘rich’ data from the
cases
Data gathering
Providing a
theoretical
explanation and
progressing
generalized theory
building
Case selection or
casing
Data collection by case
study
Extracting a subset of
data that bear a
plausible theoretical
explanation
Creating a dataset by
coding and recoding
Data analysis Data interpretation and reporting
QCA research design
11. Selecting the
plausible
configurations
(paths)
The QCA sub stages:
1. Calibration
2. Analysis of necessary causes
3. The analysis of sufficient causes
4. Analysis of truth table of
configurations (paths)
Describing the
plausible
configurations and
adding these with
‘rich’ data from the
cases
Data gathering
Providing a
theoretical
explanation and
progressing
generalized theory
building
Case selection or
casing
Data collection by case
study
Extracting a subset of
data that bear a
plausible theoretical
explanation
Creating a dataset by
coding and recoding
Data analysis Data interpretation and reporting
QCA research design
Selection of the
82 cases
Selection of the
theoretical model
and variables
Re-analyze the
82 cases
and code new
answering categories
13. …structure follows strategy, culture follows structure…
8. Investors/Top
Management
9. Relationships
with others
10. Infrastructure
development
Initial period Developmental period
Implementation/
termination period
Key components of the innovation journey of technological innovations (Van de Ven et al., 1999/2008, p. 25; re-used in Oeij et al., 2019)).
14. 14
…structure follows strategy, culture follows structure…Key element Business & technological
innovation
Operationalization towards
social innovation
Questions and
answering categories
(1‒5-point scale)
Initial period
1. Gestation
(incubation)
Phase of incubation in which people
engage in activities that set the stage for
innovation.
1. (initial) Stakeholder commitment
(Agest1)
Bringing together the people who start
developing a social innovation
initiative. Incubation can sometimes
be rather lengthy, even years.
A. To what degree were
relevant stakeholders involved
in the start-up phase? (1-5)
3. Plans Development of plans and budgets
submitted to top management and
investors to launch the innovation.
2. Financial/political support
(Bplan2)
Developing a concrete approach and a
concrete goal coupled to a concrete
target group that attracts
investors/subsidizers.
B. To what degree was there
concrete support for the
initiative? (1-5)
Developmental period
5. Setbacks Setbacks occur frequently because
initial plans go awry or unanticipated
environmental events occur that
significantly alter ground assumptions
and context.
3. Overcoming setbacks (Cset3)
Setbacks include the ending of initial
funding and the absence of follow-up
funding; the absence of good-quality
personnel; the lack of
acknowledgement by policy; the
dependency of the project on the
initiator or volunteers.
C. To what degree were the
project team/members resilient
enough to effectively deal with
setbacks? (1-5)
6. Criteria shift The divergent-convergent pattern of
outcome criteria held by (internal)
innovation managers and (external)
resource controllers implies that at the
beginning IMs stress input but RCs
outcome, while at the end RCs stress
input and IMs outcome.
4. Consensus (Dshift4)
Upscaling an initiative requires
sustainable organizational structure
and institutionalizations, initial
successes and a clear focus on the
intended results, but with more
stakeholders it is difficult to achieve
consensus.
D. To what degree is
consensus created among the
relevant stakeholders?
(1-5)
7. Fluid
participation
Personnel in innovation teams show
part-time work, high turnover rates, and
lack of experience due to job mobility
and promotion processes.
5. Availability of staff (Epart5)
Volunteers may come and go and the
initiator may lack the stamina needed,
or the qualifications to guide the
project from one phase to another.
E. To what degree are
qualified personnel/staff
available?
(1-5)
8. Intervention
investors/top
management
Top management involvement and roles
differ according to conditions and
organizational settings and were most
evident when significant setbacks were
encountered.
6. Leadership (Flead6)
Stakeholders, partners, investors and
policy supporters may complicate the
project, or may leave the project; or
they can give the project a positive
boost and clear direction.
F. To what degree did
leadership create synergy?
(1-5)
10. Infra-
structure
development
To implement or commercialize an
innovation a community of industry
infrastructure needs to be created with
financial, educational and research
organizations.
7. Infrastructure (Ginfr7)
To become sustainable or to scale up,
an infrastructure is needed that
bundles a variety of expertise/experts
and (supporting) organizations.
G. To what degree was a
sustainable infrastructure
created?
(1-5)
Implementation/termination period
11. Adoption Implementation begins when an
innovation is applied and adopted.
8. Adoption (Hadop0)
Adoption and dissemination of social
innovation depends on the
public/social value experienced by
target groups and
stakeholders/policymakers.
[Outcome variable]
H. To what degree did the
social innovation (SI) scale up
to achieve growing
cooperation and stimulating
social change? (1-5)
15. 15
…structure follows strategy, culture follows structure…Key element Business & technological
innovation
Operationalization towards
social innovation
Questions and
answering categories
(1‒5-point scale)
Initial period
1. Gestation
(incubation)
Phase of incubation in which people
engage in activities that set the stage for
innovation.
1. (initial) Stakeholder commitment
(Agest1)
Bringing together the people who start
developing a social innovation
initiative. Incubation can sometimes
be rather lengthy, even years.
A. To what degree were
relevant stakeholders involved
in the start-up phase? (1-5)
3. Plans Development of plans and budgets
submitted to top management and
investors to launch the innovation.
2. Financial/political support
(Bplan2)
Developing a concrete approach and a
concrete goal coupled to a concrete
target group that attracts
investors/subsidizers.
B. To what degree was there
concrete support for the
initiative? (1-5)
Developmental period
5. Setbacks Setbacks occur frequently because
initial plans go awry or unanticipated
environmental events occur that
significantly alter ground assumptions
and context.
3. Overcoming setbacks (Cset3)
Setbacks include the ending of initial
funding and the absence of follow-up
funding; the absence of good-quality
personnel; the lack of
acknowledgement by policy; the
dependency of the project on the
initiator or volunteers.
C. To what degree were the
project team/members resilient
enough to effectively deal with
setbacks? (1-5)
6. Criteria shift The divergent-convergent pattern of
outcome criteria held by (internal)
innovation managers and (external)
resource controllers implies that at the
beginning IMs stress input but RCs
outcome, while at the end RCs stress
input and IMs outcome.
4. Consensus (Dshift4)
Upscaling an initiative requires
sustainable organizational structure
and institutionalizations, initial
successes and a clear focus on the
intended results, but with more
stakeholders it is difficult to achieve
consensus.
D. To what degree is
consensus created among the
relevant stakeholders?
(1-5)
7. Fluid
participation
Personnel in innovation teams show
part-time work, high turnover rates, and
lack of experience due to job mobility
and promotion processes.
5. Availability of staff (Epart5)
Volunteers may come and go and the
initiator may lack the stamina needed,
or the qualifications to guide the
project from one phase to another.
E. To what degree are
qualified personnel/staff
available?
(1-5)
8. Intervention
investors/top
management
Top management involvement and roles
differ according to conditions and
organizational settings and were most
evident when significant setbacks were
encountered.
6. Leadership (Flead6)
Stakeholders, partners, investors and
policy supporters may complicate the
project, or may leave the project; or
they can give the project a positive
boost and clear direction.
F. To what degree did
leadership create synergy?
(1-5)
10. Infra-
structure
development
To implement or commercialize an
innovation a community of industry
infrastructure needs to be created with
financial, educational and research
organizations.
7. Infrastructure (Ginfr7)
To become sustainable or to scale up,
an infrastructure is needed that
bundles a variety of expertise/experts
and (supporting) organizations.
G. To what degree was a
sustainable infrastructure
created?
(1-5)
Implementation/termination period
11. Adoption Implementation begins when an
innovation is applied and adopted.
8. Adoption (Hadop0)
Adoption and dissemination of social
innovation depends on the
public/social value experienced by
target groups and
stakeholders/policymakers.
[Outcome variable]
H. To what degree did the
social innovation (SI) scale up
to achieve growing
cooperation and stimulating
social change? (1-5)
Selected and operationalised
condition and outcome variables
Scoring / answering categories:
3 researchers scored all 82 cases
on these 8 variables
17. Source:
Peter R.A. Oeij, Wouter van der Torre, Fietje Vaas, Steven Dhondt (2019). Understanding social innovation as an
innovation process: Applying the innovation journey model. Journal of Business Research, 101 (August), 243-
254, ISSN 0148-2963, https://doi.org/10.1016/j.jbusres.2019.04.028. [want a copy? Mail peter.oeij@tno.nl]
18. QCA analysis
• Step 1 – Calibration: In fsQCA the original data must be transformed into an interval
scale
• Step 2 – Analysis of necessary causal conditions: Necessary conditions are variables
that should always be present for the outcome to occur. Hence, if the outcome is
present in such a situation, so is that particular condition, and if that particular
condition is absent, the outcome is absent as well.
• Step 3 – Truth table analysis of sufficient causal conditions: A truth table consists of
all the possible combinations of the seven condition variables (128 combinations),
but only consistent combinations remain valid.
• Step 4 – Finalizing solutions: The final step in the analysis is to interpret the six paths
(combinations or configurations) that lead to outcomes, and to conclude which cases
correspond to certain solutions
Ragin, C.C. assisted by Sarah Ilene Strand & Claude Rubinson (September 2008). USER’S GUIDE TO Fuzzy-Set /
Qualitative Comparative Analysis. http://www.compasss.org/files/fsQCA_manual.pdf.
The software is free
19. 74% of cases is covered by the theoretical model
the 6 solutions are logically consistent
6 out of 128 paths are shown to be internally consistant
66 empirical cases could be assigned to the six paths
QCA statistical results
most
consistent
path
paths with
most cases
‘solution’ means that this combination of condition
variables (caulal conditions) results in the adoption of social
innovation
20. QCA interpretation
More examples in: Oeij, P. R. A., Van Der Torre, W., Vaas, S., & Dhondt, S.
(2018). Understanding social innovation as an innovation process. Report
based on data from SI-Drive, Social Innovation: Driving force of social
change. Leiden: TNO. (download from www.si-drive.eu)
22. Conclusions that can be drawn from applying
QCA
• 1] There are different combinations of variables that can lead to adoption of
social innovation (equifinality)
• 2] there are no ‘necessary’ conditions for adoption of social innovation to
emerge: there is choice for unique combinations
• 3] there are no ‘sufficient’ conditions for adoption of social innovation to
emerge: there must be more than one condition present in conjunction
with others
• 4] some limited generalization is possible: the 6 combinations offer better
chances than the 122 others: they are recommendable strategies
• 5] while complex innovation is hard to predict, we found there are patterns,
and this is helpful for practitioners as well
23. The practice of social
innovation is better
served with good
descriptions of cases,
which may differ, but that
is only realistic (do not
favour simplicity for
complexity as that is not
gonna help us); benefit
from the patterns
QCA differs from linear statistics (more
realistic) and from qualitative methods
(more generalizability) but maintains
the ‘richness’ of cases
The Innovation Journey model
captures the process of social
innovation and can be further
refined
Future avenues?
25. References
-Dhondt, S. and P. Oeij. “Social innovation related to innovation in management studies”. In Theoretical approaches to social innovation
– A critical literature review (pp.122-150), edited by J. Howaldt, A. Butzin, D. Domanski and C. Kaletka. Dortmund: SI-Drive [EU Seventh
Framework Programme], September 2014.
-Howaldt, Jürgen and Oeij, Peter R.A. (Eds.) (2016). Workplace innovation – Social innovation: Shaping work organisation and working
life. Special issue of World Review of Entrepreneurship, Management and Sustainable, Issue, 12, Vol. 1, pp. 1-129.
-Oeij, P.R.A., Dhondt, S. & Korver, T. (2011). Social innovation, workplace innovation and social quality. International Journal of Social
Quality, 1 (2, Winter), 31-49.
-Oeij, P., Dhondt, S., Pot, F., Totterdill, P. (2018). Workplace innovation as an important driver of social innovation. In: Howaldt, J.,
Kaletka, C., Schröder, A., Zirngiebl, M. (eds), Atlas of Social Innovation – New Practices for a Better Future (pp. 54-57). Dortmund:
Sozialforschungsstelle, TU Dortmund.
-Oeij, P., Dhondt, S., Torre, W. van der (2018). Linking practice fields of social innovations in the domain of employment. In: Howaldt, J.,
Kaletka, C., Schröder, A., Zirngiebl, M. (eds.), Atlas of Social Innovation – New Practices for a Better Future (pp. 173-175). Dortmund:
Sozialforschungsstelle, TU Dortmund.
-Oeij, P.R.A., Rus, D., Dhondt, S. & Van Hootegem, G. (Eds) (2019). Workplace innovation in the era of disruptive technologies. Special
Issue of International Journal of Technology Transfer and Commercialisation.16(3), 199-309. DOI: 10.1504/IJTTC.2019.10021355
-Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017). Workplace Innovation: Theory, Research and Practice, Series 'Aligning Perspectives on
Health, Safety and Well-Being’. Springer: Cham (Switzerland); DOI 10.1007/978-3-319-56333-6; ISBN 978-3-319-56332-9.
-Oeij, P.R.A., Van der Torre, W., Vaas, S., & Dhondt, S. (2019). Understanding Social Innovation as an innovation process: Applying the
Innovation Journey model. Journal of Business Research, 101(8), 243-254. https://doi.org/10.1016/j.jbusres.2019.04.028
-Pot, F., Dhondt, S. & Oeij, P. (2012), Social innovation of work and employment. In: Franz, H-W. and Hochgerner, J. (Eds.), Challenge
Social Innovation (pp. 261-274). Berlin: Springer.
-Pot, F., Dhondt, S., Oeij, P., Rus, D., & Totterdill, P. (forthcoming). Complementing digitalisation with workplace innovation. In: Atlas of
Social Innovation II, 2019.
[Available on request: peter.oeij@tno.nl]
26. Thank you for your attention!
• Peter Oeij [peter.oeij@tno.nl] www.beyond4-0.org