This paper analyses co-creation in urban living labs through a multi-level network perspective on system innovation. We draw on the case House of Skills, a large, multi-stakeholder living lab aimed at developing a ‘skills-based’ approach towards labour market innovation within the Amsterdam Metropolitan Region. Ouranalysis helps understand stakeholder dynamics towards system innovation, drawing on an innovative living lab example and taking into consideration the multi-layered structures that comprise the collaboration. Our conceptual framework provides an important theoretical contribution to innovation studies and offers a practical repertoire that can help practitioners improve co-creation of shared value in living labs, towards orchestrating flexible structures that strengthen the impact of their initiatives.
LINK
The sustainable energy transition asks for new and innovative solutions in the way society, government, energy market and clients (end users) approach energy distribution and consumption. The energy transition provides great opportunity to develop innovative solutions where in the dense built environment district heating and cooling are being strongly advocated.Traditionally, the energy systems in urban districts have been regulated by a top-down approach. With the rise of local and distributed sustainable sources for urban heating and cooling, the complexity of the heat/cold chain is increasing. Therefore, an organic and bottom-up approach is being requested, where the public authorities have a facilitating and/or directive role. There is a need for a new and open framework for collaboration between stakeholders. A framework that provides insight into the integral consideration of heating and cooling solutions on district level in terms of: organisation, technology and economy (OTE). This research therefore focuses on developing this integral framework towards widely supported heating and cooling solutions among district stakeholders.Through in-depth interviews, workshops and focus groups discussions, relevant stakeholders in local district heating/cooling of varying backgrounds and expertise have been consulted. This has led to two pillars in a framework. Firstly the definition of Key Success Factors and Key Performance Indicators to evaluate technical solutions in light of the respective context. Secondly, an iterative decision making process among district stakeholders where technical scenarios, respective financial business cases and market organisation are being negotiated. Fundamental proposition of the framework is the recurrent interaction between OTE factors throughout the entire decision making process. In order to constantly assure broad-based support, the underlying nature of possible barriers for collaboration are identified in a stakeholder matrix, informing a stakeholder strategy. It reveals an open insight of the interests, concerns, and barriers among all stakeholders, where solutions can be developed effectively.
This paper analyses how managed coworking spaces affect the innovation process of their members. Managed coworking spaces are working environments for independent professionals, with an active role of the manager of the space to foster collaboration and interaction. These locations emerged in the late 2000s and were designed to host people who endeavor to break isolation and to find a convivial environment that favors meetings and collaboration (Moriset, 2013). It is often taken for granted that coworking contributes to innovation (Botsman & Rogers, 2011). Earlier research discussed outcomes of coworking, such as cooperative working (e.g. Leforestier, 2009, Spinuzzi, 2012), getting access to new knowledge (van Winden et al., 2012), or having new business opportunities (Groot, 2013). Yet, it is not fully understood how coworking spaces can be effective in fostering these outcomes, and what role management could play. The managers of coworking spaces deploy a variety of strategies to foster interaction and collaboration, but there has been very little systematic analysis of the effects on interaction and innovation. This paper proposes a typology of strategic management tools applied by coworking spaces, and aims to shed light on the effectiveness for interaction and innovation. In the empirical part, we describe and analyze two coworking spaces in Amsterdam. The implications for proprietors of coworking spaces and policy makers are analyzed in view of the potential contributions of these spaces to local collaborations, knowledge transfer and new business opportunities.
The BECEE initiative represents a transformative collaboration between four leading European HEIs—Hanze University of Applied Sciences (HUAS), Zurich University of Applied Sciences (ZHAW), South East Technological University (SETU), and Universiteti "Aleksandër Moisiu" Durrës (UAMD). Our consortium embodies the essence of BECEE and the EIT Knowledge Triangle Model because it also comprises of 4 industry partners (KPN, Eindhoven, The Netherlands, Innofuse, Zurich, Switzerland, Dungarvan Enterprise Centre, South East, Ireland, and Linda Laboratory, Durrës, Albania) bringing together partners from education, research, and business who are equally committed to collaborate on innovation action plans to fostering balanced collaborative entrepreneurship ecosystems in our respective regions. This consortium, therefore, is strategically designed to pool diverse strengths, creating a synergetic force for innovation and entrepreneurship that transcends the capabilities of any single organisation.
In the Dutch National Environmental Vision the societal challenge of building sustainable 1 million homes by 2035, is associated to the energy and mobility transitions. New living and working locations are mapped on existing urbanized sites - mainly at catchment areas of public transportation (PT) nodes or stations – and connected to good accessibility. The stations of the future become hubs, where you can transfer from one mode of transport to another, and find places to meet up, work, exercise and eat. In order to reduce congestions and CO2 emissions, the Ministry of Infrastructure and Water Management has developed a vision on the future of public transport in PT 2040 based on Door-to-Door solutions. This requires the development of new city policies in the field of bicycle and car parking, shared mobility systems, environmental zones (car-free) and public space design. The hubs are important enablers of the mobility transition (promoting the transition from car to PT or bike, in combination with shared mobility to be prepared for a post-pandemic phase). Most stations do not meet the new mobility requirements and face problems such as lack of space for bicycle parking and shared modes, as well as lack of public space. How to improve mobility transition, make it seamless and create public space for more inviting and attractive stations for people and with less cars? WALK-IN will develop a toolkit for designers which provide generic guidelines and spatial solutions for the integration of sustainable mobility in public space at PT nodes. The toolkit is developed between and with academia, public and private partners. The project aims to develop a new network and an EU funding proposal on Energy transition and Sustainability or for the forthcoming Driving Urban Transitions program from the Joint Program Initiative Urban Europe.
