Coastal Innovation Paradox
Abstract
:1. Introduction
2. The Coastal Innovation Problématique and Innovation Paradox
3. The Nature and Dimensions of Innovation
3.1. What is Innovation?
3.2. Innovation in Business, Society, Environment and Governance
Innovation in technology, business, commerce and industry | Social innovation | Environmental innovation |
---|---|---|
Introduction and overview [38,39] | Role of social innovation in fostering community well-being [48,49] | Meaning, barriers, policies and strategies for making the transition to sustainability [56,5758,5960,6162] |
Nature of innovation and approaches for strategizing organising and managing innovation [37,40] | Role of social entrepreneurs in stimulating social innovation [50] | Role of innovation in sustainable business development [63,64] |
Facilitating technological innovation [41] | Social innovation and citizen movements [51] | Innovation in environmental policy-making [65,66,67], including the temporal dimension of policies and practices [68] |
What managers can do to stimulate innovation and creativity [42] | Methods for experimental social innovation [52] | Unions, innovation and sustainable development [69] |
The role of problem-solving in sustaining innovation [43] | Cultural expression, creativity and innovation [53] | Indicator systems for sustainability innovation [70] |
Knowledge management in an age of complexity [44] | Innovation and disaster resilient communities [54] | Innovation trends in and opportunities for sustainability in learning societies [71] |
Innovation and entrepreneurship [45] | Social innovation at different points in history [55] | Environmental innovation that is issue-specific, e.g., global warming and social innovation [72]; discipline-specific, e.g., coastal engineering [73]; locality-specific, e.g., innovative states [58] and regions [74,75]; community focused [76]; and sector-specific, e.g., sustainable energy [77] and electricity systems [78] |
Tools for creative thinking and innovation [46] | ||
Design-driven innovation [47] | ||
Host of sector-specific studies |
3.3. Distinguishing Features of Governance Innovation
4. Evolving Governance, Innovation and Coastal Management
4.1. The Changing Character of Governance and Innovation
Traditional public administration | New Public Management | Networked governance | |
---|---|---|---|
Context | Homogeneous and stable | Competitive, self-interested individuals | Diverse and in flux |
Needs/problems | Complicated; defined by professionals | Wants expressed through markets | Complex, volatile and prone to risk |
Modalities of governance | Hierarchies; public servants | Markets; purchasers and providers; clients and contractors | Networks and partnerships; civic leadership |
Strategy | State- and producer-oriented | Market- and consumer-oriented | Shaped by civil society |
Key concepts | Public goods | Public choice | Public value |
Key goals | Maintain stability | Efficient service delivery | Resilient and sustainable socio-ecological system |
Uncertainty | Reduce uncertainty, then take action | Discount future and rely on market forces to guide service provision | Embrace uncertainty: retain flexibility to adapt |
Innovation | Some large-scale national and universal innovations | Innovations in organisational form more than content | Innovation at all levels |
Improvement | Large step-change improvements initially, but less capability for continuous improvement | Improvements in managerial processes and systems; customer focus produces quality improvements in some services | Aiming for both transformational and continuous improvement in front-line services |
Role of policy-makers | Commanders | Announcers/commissioners | Leaders and interpreters |
Role of public managers | Clerks and martyrs | Efficiency and market maximisers | Explorers |
Role of the public | Clients | Customers | Co-producers |
4.2. Coastal Management in the Context of Governance Innovations
“External pressures may push in similar directions, but will always become concrete only in relation to specific local conditions, linked to local histories, capacities and opportunities. Structural power may widen cracks in existing institutional landscapes through which new ideas, new actors, new arenas and networks and new practices may push through to expand and flow around a governance landscape. But whether these openings are exploited, by whom and for whom will always remain contingent on local conditions, including the availability of what may be called ‘imaginative strategic grasp’, a kind of intellectual/practical creative energy. Thus the trajectories of urban [or coastal] governance transformation are not just contingent on the local institutional landscape but, but are shaped by the imaginations which frame the mobilisations and struggles of transformation processes” .[105]
Layers of governance | Dimensions of innovation |
---|---|
Specific governance episodes |
|
Governance processes that set rules of the game |
|
Governance cultures |
|
5. Conclusions
Acknowledgments
Conflict of Interest
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Glavovic, B.C. Coastal Innovation Paradox. Sustainability 2013, 5, 912-933. https://doi.org/10.3390/su5030912
Glavovic BC. Coastal Innovation Paradox. Sustainability. 2013; 5(3):912-933. https://doi.org/10.3390/su5030912
Chicago/Turabian StyleGlavovic, Bruce C. 2013. "Coastal Innovation Paradox" Sustainability 5, no. 3: 912-933. https://doi.org/10.3390/su5030912