Christian Wittrock & Ellen-Marie Forsberg Work Research - - PowerPoint PPT Presentation

Christian Wittrock & Ellen-Marie Forsberg

Work Research Institute & Ostfold Research

RRI-Practice is financed by the European Union’s Horizon 2020 Research and Innovation Programme, under Grant Agreement no 709637, and runs from September 2016 to August 2019.

• Brief handbook overview
• The idea behind the RRI-Practice Handbook
• The research behind the RRI-Practice Handbook
• The content of the handbook
• strategies furthering RRI
• good practice examples

• A very warm thank to everyone contributing to the RRI-

Handbook!

• Many consortium members, employees in researched
• rganisations, as well as externals have helped.
• Many good practice cases are co-written.

• Objectives:

1.

Provide practical advice on how to do RRI in organisations,

2.

Provide material useful in mobilising for RRI,

3.

Provide a brief introduction to RRI.

• The handbook is aimed at (potential) practitioners of RRI.
• Newcomers to RRI as well as organisations already involved with

RRI should benefit.

• Target audience:
• managers at all levels,
• potential change agents/ RRI champions,
• interested researchers.

• Foreword
• Introduction: Why RRI is relevant and important in organisations
• RRI practices described in this handbook
• The target group and purpose of the handbook
• Implementing RRI in organisations: general lessons

(11 recommendations)

• Good organisational practices furthering RRI

(11 case descriptions)

• Transferring good practices to new organisations
• Annex A: On the RRI-Practice project
• …. Links to web resources throughout

• In our case research funding or research performing
• … or are they?
• Organisations differ, also across our two categories.
• Organisational practices are to a certain extent
• embedded. 1)
• Therefore (effective) organisational practices differ,

relative to the organization in which they are applied. 2-4)

• Innovations are path-dependent. 5)

• … or is it?
• Organisational concepts that diffuse have interpretative

viability or pragmatic ambiguity. 6-7)

• RRI is an umbrella concept: 8)
• gender & diversity key
• open access key
• science education key
• societal engagement key
• ethics key

… and has several process dimensions.

• To provide recommendations on RRI general enough to

fit most organisations,

• while being detailed enough to foster ideas on which

concrete actions to take in each individual organisation. For our case descriptions of good practices:

• To provide contextual information.
• To provide information on how the practice evolved.
• To provide information on how the practice was

sustained.

• Analysed and worked with 23 organisations

(e.g. universities and research councils).

• 7 European and 5 non-European countries.
• Data from:
• Document reviews,
• interviews,
• focus groups,
• workshops.

• Comparative work using neo-institutional (meta) theory

as backbone: 9-10)

• organisational structures

(organisations as rational systems)

• organisational culture

(organisations as natural systems)

• interchange dimensions

(organisations as open systems)

• For each element of RRI and across keys and process

dimensions, as well as national contexts. 11)

• Decide on scale of implementation
• Craft policies for RRI
• Provide incentives for RRI
• Create guidelines for aspects of RRI
• Create organisational routines supporting RRI
• Leverage internal and external change processes
• Work with your external environment
• Create organisational learning processes
• Create pilot programmes and infrastructure
• Create a coherent mix of instruments and means
• Be an RRI champion – or make use of them!

• The Christine Mohrmann Programme

– changing gender (im)balance at Radboud University (NL)

• Supporting diversity and inclusion

– The Southwest Borderlands Initiative at Arizona State University (US)

• Establishing an open-access platform with regional impact

– the Brazilian SciELO portal (BR)

• Establishing open-access publishing publication and open science

at Oslo Metropolitan University (NO)

• Bringing science into the school curriculum

– a distributed network for pedagogical actions at CEA, the Alternative Energies and Atomic Energy Commission (FR)

• The ‘Science Express’ mobile exhibition

bringing scientific insight to millions of people by train (IN)

• Sustainability through local engagement

– the Urban Lab neighbourhood development initiative at Karlsruhe Institute of Technology (DE)

• Engaging stakeholders in policy design through consultation

processes – Innovation Strategy for Smart Specialisation (BG)

• Engaging with patients on medical research and rare diseases

– the ‘Friends of Telethon’ programme (IT)

• The multiple aspects of addressing ethics

at Wageningen University and Research (NL)

• Promoting RRI processes in an organisation

– Creating the AREA framework for Responsible Innovation at the Engineering and Physical Sciences Research Council (UK)

1.

Granovetter, M. (1985). Economic Action and Social Structure: The Problem

• f Embeddedness. American Journal of Sociology, 91(3), 481-510.

doi:10.2307/2780199

2.

Latour, B. (1984). The powers of association. The Sociological Review, 32, 264-280. doi:10.1111/j.1467-954X.1984.tb00115.x

3.

Røvik, K. A. (2016). Knowledge Transfer as Translation: Review and Elements

• f an Instrumental Theory. International Journal of Management Reviews,

18(3), 290-310. doi:10.1111/ijmr.12097

4.

Strang, D., & Meyer, J. W. (1993). Institutional Conditions for Diffusion. Theory and Society, 22(4), 487-511. doi: 10.1007/Bf00993595

5.

Arthur, W. B. (1989). Competing Technologies, Increasing Returns, and Lock- in by Historical Events. The Economic Journal, 99(394), 116-131.

6.

Benders, J., & Van Veen, K. (2001). What's in a Fashion? Interpretative Viability and Management Fashions. Organization, 8(1), 33-53. doi:10.1177/135050840181003

7.

Giroux, H. (2006). 'It Was Such a Handy Term': Management Fashions and Pragmatic Ambiguity*. The Journal of Management Studies, 43(6), 1227.

8.

Hirsch, P. M., & Levin, D. Z. (1999). Umbrella Advocates Versus Validity Police: A Life-Cycle Model. Organization Science, 10(2), 199-212. doi:10.1287/orsc.10.2.199

9.

Scott, W. R. (2014). Institutions and organizations: Ideas, interests, and

• identities. Thousand Oaks, CA: Sage Publications.

10.

Scott, W. R., & Davis, G. F. (2007). Organizations and organizing : rational, natural, and open systems perspectives. Upper Saddle River, N.J: Pearson Education.

11.

Wittrock, C., & Forsberg, E.-M. (forthcoming). Organisational Development for Responsible Research and Innovation: A Comparative Analysis of Applications in 12 Countries and 23 Organizations.

RRI-Practice is financed by the European Union’s Horizon 2020 Research and Innovation Programme, under Grant Agreement no 709637, and runs from September 2016 to August 2019.