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| Innovation System Functions Analysis× | Transition Management× | |
|---|---|---|
| Valdkond | Science Technology Studies | Science Technology Studies |
| Perekond | Process / pipeline | Process / pipeline |
| Tekkeaasta≠ | 2007 | 2001 |
| Looja≠ | Marko Hekkert, Roald Suurs and colleagues | Jan Rotmans, René Kemp & Derk Loorbach |
| Tüüp≠ | Functional analysis framework with event-history method | Prescriptive, complexity-based governance framework |
| Algallikas≠ | Hekkert, M. P., Suurs, R. A. A., Negro, S. O., Kuhlmann, S., & Smits, R. E. H. M. (2007). Functions of innovation systems: a new approach for analysing technological change. Technological Forecasting and Social Change, 74(4), 413-432. DOI ↗ | Loorbach, D. (2010). Transition management for sustainable development: a prescriptive, complexity-based governance framework. Governance, 23(1), 161-183. DOI ↗ |
| Rööpnimetused | Functions of innovation systems, Seven functions approach, Event-history innovation analysis | TM, Transition governance framework, Transition arena approach |
| Seotud | 4 | 4 |
| Kokkuvõte≠ | Functions of Innovation Systems analysis explains technological change by examining how well an innovation system performs seven key functions—entrepreneurial activities, knowledge development, knowledge diffusion, guidance of the search, market formation, resource mobilisation, and the creation of legitimacy. Associated with Hekkert, Suurs, and colleagues at Utrecht, the approach operationalises these functions through event-history analysis: a chronological dataset of innovation events is coded, functional performance is tracked over time, and the reinforcing feedback loops—the 'motors' of cumulative causation—that drive a system's rise or stagnation are identified. | Transition Management (TM) is a prescriptive, complexity-based governance framework for deliberately steering long-term, structural change in sociotechnical systems toward sustainability. Rather than predicting or controlling outcomes, it organises a cyclical, participatory process—strategic, tactical, operational, and reflexive activities—through which a small group of frontrunners develops shared long-term visions, translates them into agendas and coalitions, mobilises experiments, and continuously monitors and learns. It applies insights from transitions research to the question of how societies might govern their own transformations. |
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