手法を比較

	Innovation System Functions Analysis	Multi-Level Perspective on Transitions
分野	Science Technology Studies	Science Technology Studies
系統	Process / pipeline	Process / pipeline
提唱年	2007	2002
提唱者	Marko Hekkert, Roald Suurs and colleagues	Frank W. Geels (building on Arie Rip and René Kemp)
種類	Functional analysis framework with event-history method	Conceptual framework and analytic method for sociotechnical change
原典	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.	Geels, F. W. (2002). Technological transitions as evolutionary reconfiguration processes: a multi-level perspective and a case-study. Research Policy, 31(8-9), 1257-1274.
別名	Functions of innovation systems, Seven functions approach, Event-history innovation analysis	MLP, Multi-level perspective framework, Sociotechnical transitions analysis
関連	4	4
概要	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.	The Multi-Level Perspective (MLP) is a middle-range framework for analysing how large sociotechnical systems—energy, mobility, food, water—shift from one dominant configuration to another. It locates change in the interplay of three analytic levels: protected niches where radical novelties incubate, the incumbent sociotechnical regime that structures ordinary practice, and a slow-moving exogenous landscape. Transitions occur when landscape pressures destabilise the regime and open windows of opportunity for maturing niche innovations to break through.