Innovation and Knowledge Management

Creativity and imagination are the most important ingredients for coping with post-normal times, according to Sardar.This paper looks at the way creativity itself is being transformed in the West, from the individualistic/atomistic view of Modernity towards a more contextual, collaborative, complex approach. It explores the potential and possibilities for this more participatory creativity to help go beyond the ‘‘crisis of the
future,’’and argues that the centrality of creativity must go beyond the mythology of genius and inspiration to inform philosophy, ethics, and action. Philosophical reflection and the imagination of desirable futures can emerge from a creative ethic that stresses the value of generative interactions and contexts that support creativity.

"The concept of improvisation has become increasingly popular in the discourse of organizational theory. This paper explores the several aspects of improvisation, in the context of musical, organizational, and everyday activities, in order to address some of the philosophical issues relevant to this emerging interest. It addresses, for instance, the way the term improvisation has fallen into disrepute, referring to something that is, ultimately, a pale and messy copy of the ‘correct’ way. It argues that in western music, this can be traced to the modernist valorization of the order provided by a written musical score, perfectly representing the composer’s wishes, and the concomitant devalorization of the spontaneity and creativity of musicians who, before approximately 1800, improvised a substantial amount of their performances. Connections are made between the modernist concept of organization and postmodern or complexity-based approaches that stress creativity as an emergent property of the relationship between order and disorder. It concludes by suggesting that the study of improvisation demands a profound immersion into (inter-)subjectivity, emotions, time, aesthetics, performance, and social creativity, none of which have traditionally been the focus of organization and management studies, or the social sciences in general."

It is not possible to speak of a single systems approach. There are rather of a number of systems approaches, each loosely drawing on different aspects of a family composed mainly of, general system theory, cybernetics, information theory, chaos theory, and complexity theory. Systems approaches have been used in most of the social sciences, particularly sociology and management, but their use has extended into the arts and humanities.Creativity researchers have used systems approaches drawing on very different sources and in very different ways. The main focus has been to highlight creativity as a phenomenon that occurs in the context of multiple systems, and therefore involves a network of interactions.

This research was funded by, and implemented within, a UK national research organisation, while the author was the KE and Impact Evaluation Manager responsible for assessing impact on a £15m UK government-funded research programme.

This work was also submitted as the authors MBA dissertation which was accepted and awarded in 2009.

ABSTRACT: A methodology and methods ‘toolbox’ is proposed for conducting impact research and assessment from within research programmes. The emphasis is upon how to clarify and assess the wider impacts from the early stages onwards.

The approach explicitly acknowledges, and attempts to address, the known issues and challenges of impact assessment while drawing upon the resources and opportunities available to research managers and researchers within such programmes.

The study has two triangulating foundations. Firstly, it examines the academic literature to help identify and design the pilot methodology and methods. Secondly it trials these in a real programme to both test and improve them.

The study was conducted over one year within one leading UK research organisation, where two research programmes (and around 60 research projects of £15m total value) were being assessed for their impacts. The study draws upon actual impact management experience and reflection, prospective (ex ante) and retrospective (ex post) assessments, participatory contributions from leading researchers undergoing assessment, and consultation with external users. The findings of this study outline the pilot and its first iteration. Recommendations are made for improvement to the methodology and methods.

A subsequent follow-on bid to UK government incorporating the impacts identified from implementing this methodology, successfully led to a further £15m of government funding.

It is expected the pilot methodology and methods will be applicable to other organisations, conducting and funding such research programmes, required to research and assess the wider research impacts.

Although primary focus of implemetation trials was upon research in physical sciences, technology, high-tech engineering, computing/IT, and environment, the wider literature study, the methodology design and justification, the methods proposed and used, and the resulting general recommendations and lessons are expected to apply more broadly to many other research areas, where the impact is to be found more widely in the society, economy, government or public sector or within organizations, policies, professions or the public.

Interest in this work is expected from research programme managers, impact managers and assessors, management consultants advising in this area, and government funding managers, all seeking to embed a developing approach to understand, capture, and enhance wider impact.

This paper aims to identify the cultural barriers that set back knowledge production and
sharing in organizations of the Municipality of Caguas at the Commonwealth of the Puerto Rico in order
to find effective ways to overcome them. The purpose is to explore how the enterprise promotes
efficiency among employees and how they develop a suitable environment for knowledge production
and sharing

İnsanoğlunun hayat serüveninde belki de en fazla zorlandığı evre ergenlik evresidir çünkü bu evrede yavaş yavaş çocukluktan çıkıp yetişkinliğe geçiş yapmakta olan bir birey, artık ne çocuktur ne de tam anlamıyla bir yetişkindir. Bu evre sadece ergenler için değil aynı zamanda ergenlik çağında çocuğu olan anne babalar, ergen öğrencileri olan öğretmenler ve hatta ergenlerle çalışan psikolojik danışmanlar için de oldukça zorludur.
Bu nedenle ergenler ve gençlerle çalışan psikolojik danışmanların bu evrenin doğasını iyi tanımaları, ergenlerin ve gençlerin karşı karşıya kalabilecekleri temel zorlukları iyi bilmeleri ve bu özel gruba yardım ederken hangi teknik ve stratejileri kullanmaları gerektiği konusunda iyi yetişmiş olmaları gerekir.
İşte hem kuram hem de uygulamada engin deneyime sahip Kathryn Geldard ve David Geldard tarafından kaleme alına bu kitap, ergenler ve gençlerle çalışan okul psikolojik danışmanları, psikologlar ve psikiyatristlerin ihtiyaçlarına göre hazırlanmıştır. Kuşkusuz kitabın, anılan mesleklere hazırlanan öğrenciler için de bir başvuru kitabı olduğu gözden kaçırılmamalıdır.
Kitapta, gençlerin ihtiyaçlarına yanıt verecek beceri ve stratejilere ayrıntılı bir biçimde yer verilmiş, bu beceri ve stratejiler örneklerle zenginleştirilmiştir. Her bölümün sonunda yer alan "Önemli Noktalar" o bölümde yer alan konuları sade bir biçimde özetlemektedir. Kitapta ayrıca, gençlerle çalışan danışmanlar için etik konulara da yer verilmiştir.

In the era of the 21st century, the best higher education institutions have more than one role. Not only do they educate and train students but they also create new ideas and knowledge for the short-term contemporary issues as well as long-term complex problems. In the strategic goals, five aspects are critical in higher education: the democratization of knowledge and access, the contestability of the market and funding, the research technologies, the global mobility and the integration with the industry. Universities should have strategic plans including strategic goals. In this study, the strategic models and plans of the public (5) and private (5) universities are analysed from the five different aspects. In order to deeply understand the dynamics at these universities, the phenomenological interpretive analysis is preferred. University leaders
and managerial departments should consider market needs and do strategic plan accordingly. Hence, they should develop the strategic thinking capacity of both their academic staff and researchers for short and long terms need of the industry. Results have shown that most universities have wrong perception regarding the strategic model and plan. Neither private nor public universities possess enough knowledge on the subject.
Keywords: Higher education, university and industry partnership, strategic model and planning, higher education management, financing of higher education.

This research, conducted by the author when a Senior Researcher at Newcastle University, UK, was funded by a UK governance organisation to help them assess, integrate and improve their understanding of the governed population.

ABSTRACT: Governance organisations have been urged to develop more holistic evidence-based approaches with partners to better deal with issues affecting the governed population. This presupposes an understanding of the population, yet there has been little research work addressing how governance organisations come to understand their governed population, nor how this understanding can be improved upon within such organisations.

This case study examined in-depth how understanding of a governed population was developed within one UK local governance organisation and it explored how such understanding might be developed and improved through more holistic and evidence-based organisational learning within the organisation and its governance partnerships.

The research methodology involved placement within the governance organisation, participant observations on several projects and innovative initiatives, observations within, across, and outside the organisation, and also interviews with varied key stakeholders.

The study examined:

- stakeholder engagement and networks
- current and varied understandings of the population
- mechanisms actually used for developing understandings
- the influence of context on organisational learning

and analysed these to arrive at a recommendations to improve organisational understanding of the governed population.

In the case studied, significant strengths were found: including innovative past learning trials for development, extensive ongoing networking activities, and many varied and accumulating quantitative datasets available across partnerships.

However, entrenched organisational approaches and practices constrained the development of holistic evidence-based understanding, for instance: the absence of systematic maintained collective learning processes; weak recording and forgetting of understandings; methodological exclusion of stakeholders from the development of understanding; the relative neglect of qualitative data, explanations, investigations, interpretations, and reflexivity; and also implicit organisational acceptance of such limitations and low aspirations.

Nonetheless, untapped opportunities existed to enable change including: latent practitioner knowledge and innovative management champions, the desire for improvement and raised aspirations within learning networks, and the development potential of alterative learning approaches.

It was concluded that more holistic evidence-based understanding was possible, but required new learning approaches beyond those then in use in both local government or academia.   

Recommendations are made to utilise and develop improved organisational learning approaches trialed and reported in the case study.

It is argued that the case study findings, conclusions, and recommendations may be applicable to other similar local governance organisations and partnerships that seek to better understand local populations, services and interventions.

The work was also submitted for, and awarded, an MPhil (at Newcastle University, supervised by Prof. Patsy Healy)

Increasingly, a range of 'things' (e.g. infrastructure, data, knowledge, bodies, etc.) are configured and/or reconfigured as assets, or capitalized property. Accumulation strategies have changed as a result of this assetization process, which characterizes a particular form of technoscientific capitalism. Rather than entrepreneurial strategies based on commodity production, technoscientific capitalism is increasingly underpinned by rentiership, or the appropriation of value through ownership rights (e.g. intellectual property), monopoly conditions, and regulatory or market devices and practices (e.g. investment dispute courts, exclusivity agreements, etc.). While rentiership and rent-seeking are often presented as negative phenomena (e.g. distorting markets, unearned income) in both neoclassical and Marxist literatures – and much in-between – it is my intention in this paper to unpack rentiership as an increasingly constitutive political-economic process underpinning technoscientific capitalism. Rather than being framed as a problematic 'side-effect' of capitalism, I argue that rentiership can help us to understand how different forms of value extraction are constituted by and come to constitute different forms of technoscience. This has significant analytical, political, and normative implications for understanding the relationship between science, innovation, and business (e.g. how do rentier rationales configure research agendas, how does innovation enable rentiership, what are the consequences for social equity, etc.).

Current debates in science and technology studies emphasize that the bio-economy—or, the articulation of capitalism and biotechnology—is built on notions of commodity production, commodification, and materiality, emphasizing that it is possible to derive value from body parts, molecular and cellular tissues, biological processes, and so on. What is missing from these perspectives, however, is consideration of the political-economic actors, knowledges, and practices involved in the creation and management of value. As part of a rethinking of value in the bio-economy, this article analyzes three key political-economic processes: financialization, capitalization, and asseti-zation. In doing so, it argues that value is managed as part of a series of valuation practices, it is not inherent in biological materialities.

Recent years have seen a surge in online collaboration between experts and amateurs on scientific research. In this article, we analyse the epistemological implications of these crowdsourced projects, with a focus on Zooniverse, the world's largest citizen science web portal. We use quantitative methods to evaluate the platform's success in producing large volumes of observation statements and high impact scientific discoveries relative to more conventional means of data processing. Through empirical evidence, Bayesian reasoning, and conceptual analysis, we show how information and communication technologies enhance the reliability, scalability, and connectivity of crowdsourced e-research, giving online citizen science projects powerful epistemic advantages over more traditional modes of scientific investigation. These results highlight the essential role played by technologically mediated social interaction in contemporary knowledge production. We conclude by calling for an explicitly sociotechnical turn in the philosophy of science that combines insights from statistics and logic to analyse the latest developments in scientific research.

Back cover text: Real Social Science presents a new, hands-on approach to social inquiry. The theoretical and methodological ideas behind the book, inspired by Aristotelian phronesis, represent an original perspective within the social sciences, and this volume gives readers for the first time a set of studies exemplifying what applied phronesis looks like in practice. The reflexive analysis of values and power gives new meaning to the impact of research on policy and practice. Real Social Science is a major step forward in a novel and thriving field of research. This book will benefit scholars, researchers, and students who want to make a difference in practice, not just in the academy. Its message will make it essential reading for students and academics across the social sciences.

The Business Model Canvas is a strategic management and lean start-up template can be used as aid for developing a new, or analyzing and mapping an existing business model of a company. It is a visual chart with elements describing a firm or product's value proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-offs. It gives a graphic representation of a number of variables that show the values of the organisation.

A business model is a description of how your business intends to operate and make money. Sounds simple, RIGHT?

This paper highlights two of the ways in which an abundance of frequent and high-quality information can nonetheless lead an economic agent to failure. I begin with the problem of frequent information, continue with the problem of abundant high-quality information, and end with a general reflection about the lesson these two problems may offer for economic geographical scholarship.

According to the objectives of the paper, the evaluation was checked together with the participants in semi-structured interviews. Two assessments were given to the students: the strategic talent management and the innovation potential assessment. A control group was used, wherein the students received an innovation potential assessment but not the strategic talent management assessment. There was a vital difference between students who took the strategic talent management assessment and those who did not in assessing their innovation potential. A difference was also seen in the area of flexibility, self-confidence and achievement drive. The research exhibited that the assessment had helped the majority of the participants to get more involved in the needs of the market to make a greater impact in on today’s society since they became more aware of their own skills, talents,
capabilities, and goals.

How can a company become sustainably innovative? We propose that the company needs to have organizational forms that achieve a dynamic synthesis of knowledge exploration and exploitation. In this paper, we present the ''dynamic fractal organization'' as a new organizational model. This model departs from the conventional information processing paradigm. Instead, we present a new frontier in organizational theory: the ''dynamic fractal organization based on dynamic ÔbaÕ.'' Dynamic fractal organizations build and utilize a triad relationship of knowledge that integrates and synthesizes tacit and explicit knowledge and creates a third type of knowledge, phronesis. The triad relationship is an upward spiraling process of converting tacit and explicit knowledge, and propels sustainable knowledge transformation across the diverse boundaries within and between organizations, and their environments.

In the age of accelerating change, complexity, and chaos, we urgently need new ideas and radical way of thinking that go to the roots of our assumptions and issues. We explore the importance  of creativity and leadership for Postnormal Times, explore how they are changing, and discuss the implications of these changes.

The Knowledge-Based Bio-Economy (KBBE) has gained prominence as an agricultural R&D agenda of the European Union. Specific research policies are justified as necessary to create a KBBE for societal progress. Playing the role of a master narrative, the KBBE attracts rival visions; each favours a different diagnosis of unsustainable agriculture and its remedies in agro-food innovation. Each vision links a technoscientific paradigm with a quality paradigm: the dominant life sciences vision combines converging technologies with decomposability, while a marginal one combines agro-ecology with integral product integrity. From these divergent visions, rival stakeholder networks contend for influence over research policies and priorities, especially within the Framework Programme 7 (FP7) on Food, Agriculture, Fisheries and Biotechnology (FAFB), which has aimed to promote a Knowledge-Based Bio-Economy. Although the FAFB programme has favoured a life sciences vision, agro-ecological approaches have gained a presence, thus overcoming their general lock-out from agricultural research agendas. In their own way, each rival paradigm emphasises the need for collective systems to gather information for linking producers with users, as a rationale for the public sector to fund distinctive research priorities.

What are the similarities and differences between crowdsourcing and sharing economy? What factors influence their use in developing countries? In light of recent developments in the use of IT-mediated technologies, such as crowdsourcing and the sharing economy, this manuscript examines their similarities and differences, and the challenges regarding their effective use in developing countries. We first examine each individually and highlight different forms of each IT-mediated technology. Given that crowdsourcing and sharing economy share aspects such as the use of IT, a reliance on crowds, monetary exchange, and the use of reputation systems, we systematically compare the similarities and differences of different types of crowdsourcing with the sharing economy, thus addressing a gap in the current literature. Using this knowledge, we examine the different challenges faced by developing countries when using crowdsourcing and the sharing economy, and highlight the differences in the applicability of these IT-mediated technologies when faced with specific development issues.

Design is a broad field of making and planning disciplines. These include industrial design, graphic design, textile design, furniture design, information design, process design, product design, interface design, transportation design, systems design, urban design, design leadership and design management and well as architecture, engineering, information technology, and computer science. Around the world, conferences, colloquia, seminars, and discussions now focus on design research and on the kinds of design theory that support fruitful research. One purpose of these conferences and meetings is to analyze the field. Another is to generate, develop, and articulate streams of research and theory construction.

This manuscript acts solely as a brief and concise summary on the research carried out during the ÚNKP-17-3 New National Excellence Program of the Ministry of Human Capacities in a clear and transparent manuscript format. During my Scholarship the main focus of my research topic revolved around regional competitiveness and various aspects of digitalization, as the latter is a phenomenon which becomes more and more embedded in our everyday lives and is capable of changing society and the economy.
From day to day, we learn more about digitalization, and through research, we are able to chart and identify the challenges and core advantages that can come with digitalization on a broader scale in the short and long run as well.
What is certain that digitalization is a popular buzzword and a key driver of research, a main focus of professionals of several industries and policymakers alike. Our world is in a transitional phase as we are more and more connected globally with each other. People are able to connect with people and smart devices, and vica versa. We also experience a change in mapping consumer behavior as behavioral economics gain significance and also there is a change in how we handle and analyze enormous amounts of data in the world of Big Data (Zuti 2018a, Hollingworth – Barker 2017, Kovács 2017a, Kovács 2017b, Yoon 2017, Magruk 2016, Manyika et al. 2016, Özköse et al. 2015, Brynjolfsson–McAfee 2012).
As our social and economic environments undergo a transitional phase, the mindset related to the structure of society and economy needs to adapt as well to the new conditions (Zuti 2018a, Schwab 2017, Leonhard 2016).

Knowledge is increasingly thought of as a common good. This is exhibited in the fact that
many central economies are moving towards economic paradigms where knowledge plays a
fundamental role. This paper explores the confluence between both processes, asking in what
ways an economic model based on the knowledge commons can open up new socioeconomic
scenarios in the face of overwhelming neoliberal financialization.

In a global world, it is impossible for a technology- based economy to think independently of other variables, underlying relational environment. In the higher education systems, different environments significantly affect the success of the new start-ups in the universities. In this study we try to look at what effects different interactive ecosystems might possibly have on improving creativity, innovation, patenting and licensing by showing different real-life examples from life sciences. Additionally, the paper tries to look at how exactly ethnographic studies affect participants in the process of creating innovative products. All this is given in a close connection with the interactive ecosystem in which the target participants become more active by developing empathy. Thus, by developing a new in
teractive ecosystem, specifically in the hospitals, participants’
behaviours and attitudes have changed and they have become much more actively engaged in the problems and needs of the health shareholders.
Keywords: Higher education, higher education management,
interactive ecosystems, new trends in higher education,
creativity, innovation patenting and licensing, organizational structure and strategy in higher education, translational research, start-ups for universities.

There is ferment in the social sciences. After years of sustained effort to build a science of society modelled on the natural sciences, that project, long treated with suspicion by some, is now openly being rethought. A critical intervention in this period of reflection was Making Social Science Matter (MSSM) by Bent Flyvbjerg, published in 2001. In that book Flyvbjerg challenged the very idea of social science as a science modelled on the natural sciences. Flyvbjerg argued that, as the social sciences study human interactions that involve human consciousness, volition, power and reflexivity, attempts to build generalizable, predictive models such as those for the natural world are misplaced and even futile.

A topos in Byzantine studies is that Byzantium was a conservative civilization, negative –if not hostile– to innovation. This general idea influenced the study of innovation in Byzantium, which has been presented by modern scholars as either absent or as being decisively opposed to. After a presentation of some preliminary questions on the use of terms as innovation in modern historical writing this article examines the use of Byzantine terms related to the concept of innovation in Byzantine lexicographical, historiographical and theological texts. The comparison of these works to ancient Greek ones demonstrates that the Byzantines continued using words and concepts as innovation, novelty etc. in a way similar to that used by their predecessors. Furthermore, the article demonstrates that the Byzantines probably had more than one understandings of innovation and were not negative towards innovation as such.

Designing businesses is, in essence, designing human organizations to produce the systems, services, and products. The idea that design firms such as IDEO, Nielsen Norman, and the Policy Lab are addressing these problems from a design perspective anchored in the four orders of design is new. Management consultants and management experts are now working from the design thinking perspective. This is also new. Organization design is not new. While organization design as a specific term in management dates back to the 1940s, the idea of organization design is far older. The purposeful design of organizations for human purposes is as old as the first groups of people who organized governments and governance based on customary law and local versions of black-letter law. The first writings on organization theory are embedded in documents that we think of as philosophy, religion, or political science. This is in part because early writings on the organization and conduct of life in all its aspects were framed in a general wisdom literature. It is also because many early thinkers explicitly believed that it was impossible to separate out the different parts of life and human experience.

This paper introduces the concept of online 'Innovations-Labs' (i-Labs) as location-independent collaborative ideation spaces. We highlight the challenges and opportunities that disruptive innovations present to companies and society, and discuss how Science Fiction Prototyping and Diegetic Innovation Templating can provide a means to explore that space by acting as ideation process and a language for capturing and communicating innovations. A core hypothesis of this paper is that there are significant gains to be accrued from integrating Virtual Reality, Science Fiction Prototyping, Diegetic Innovation Templating and Innovation Labs to form an online immersive reality innovation lab which both offers better affordances and access to people wishing to undertake innovation related activities. We present details of our initial implementation of an online innovation-lab (Our HEX) which takes the form of a virtual reality space-station. We then conclude the paper by describing future directions of our work, principally, a venture which uses 'Our HEX' space-station platform, plus a supporting textbook published by Tsinghua University Press, to teach 'English, Computing and Creativity' to Chinese students. Finally the paper concludes with a summary and reflections on our work to-date.

The purpose of this paper is twofold. First, it highlights the importance of creating, capturing, documenting and disseminating knowledge within public organizations.  Second, it presents the factors that influence its implementation within the context of
public organizations. Using a dataset collected from Dubai government entities, the study assesses the clarity of the knowledge management (KM) concept in the sector,
its ability to capture and store knowledge, and the reasons and the expected benefits from implementing KM programs. A set of recommendations are addressed to both policy makers and the heads of KM departments not only in Dubai, but for the UAE and the GCC countries. The study confirms that the current challenge facing public sector is not only knowledge development but also knowledge management.

For over fifty years, successive waves of critique have underscored that the apolitical character of much of Political Science research betrays the founding mission of the discipline to have science serve democracy. The Caucus for a New Political Science was originally based on such a critique, and the Perestroika movement in the discipline included a call for more problem-driven as opposed to theory- or method-driven work that would better connect Political Science research to ongoing political struggles. In recent years, movements for a public Sociology and public Anthropology as well as dissonant movements in Economics and related fields have added to the insistence that social science research was too often disconnected from the real world. Phronetic Social Science has emerged out of the ferment for change in the social sciences, starting with the much-debated book by Bent Flyvbjerg, Making Social Science Matter (Cambridge 2001). Flyvbjerg critiqued the social sciences for mimicking the natural sciences while proposing an alternative approach that focuses research on helping people address the problems they are facing in the context they are facing them. Today, Phronetic Social Science goes beyond the call for an alternative approach to social inquiry and its growing adherents are providing evidence that this alternative approach to doing research can enrich the social sciences by more effectively connecting research to efforts to address real world problems as people experience them. This essay provides a genealogy of efforts to connect Political Science to politics, a review of the major critiques of mainstream research, an explication of the rationale for more problem-driven, mixed methods research, a specification of the key principles of the phronetic approach, and examples of its application in the public realm. The essay concludes with implications for realizing a more political Political Science by way of taking a phronetic approach.

This study focuses on the role of strategic learning as a mediating construct between oppor-tunity-seeking (exploration) and advantage-seeking (exploitation) strategies and profi t perfor-mance. Prior studies argue that the effect of these core elements of strategic entrepreneurship (exploration and exploitation) cannot be fully captured through their direct effects on profi t performance, but that this relationship consists of mediating factors. This study proposes that the process of strategic learning, through its intraorganizational elements that enable the dissemination, interpretation, and implementation of strategic knowledge, enables fi rms to capitalize on the benefi ts of both exploration and exploitation strategies. Results from 206 Finnish software fi rms indicate that strategic learning fully mediates the relationship between exploration, exploitation, and profi t performance. The result contributes by stressing the importance of strategic learning processes, especially in conjunction with entrepreneurial exploration strategies. Furthermore, the study demonstrates that the effect from exploration to strategic learning is moderated by the level of exploitation. This moderation effect suggests that the strategic learning is limited, being a path dependent capability that favors exploitation over exploration when stretched. However, strategic learning effectively allows both types of strategies to improve profi t performance.

This Impact Report identifies and summarises the diverse impacts, resulting from the £500m of UK funding of Science and Technology in 2013, using numerous quantitative metrics and short case study extracts.  It shows how the varied impacts of a national science and technology organization and its many funded programmes can be annually identified, captured, tracked, and summarised in a public document.

The report was produced for, and by, the Science and Technology Facilities Council (STFC) -  the UK Research Council responsible for funding: (1) all UK astronomy, particle and nuclear physics research, (2) related UK science and technology facilities (e.g. as Harwell and Daresbury), (3) the UK contribution to international science (e.g. CERN, international telescopes and space missions), (4) innovation and business spin-off programmes, and (5) UK public engagement activities.

The Report was co-researched and co-authored by the STFC Impact Team, including myself while Impact Evaluation Manager in 2013, with Dr. Claire Dougan-McCallie (lead author/Head of Impact) and Jenny Beard, with additional input from senior managers, and many data and case study contributions from other key managers across STFC.

Varied key impacts are identified and reported including:

• Research amongst the best (by citation impact) in astronomy, nuclear and particle physics.
• Supported research of 226 Principal Investigators in 70 universities, led to 1,100 peer-reviewed papers in 2012.
• Facilities (the Diamond Light Source, ISIS and CLF) were used in 2012/13 by over 4,200 unique users , in over 2,400 experiments, producing over 1,000 papers in peer-reviewed journals.

• Technology from CERN benefited the UK economy by over £100 billion every year.
• Funding the development of the UK’s space, internet and computer animation industries, returned over £500 billion to the UK economy per annum.
• Funded Innovation Campuses hosted over 230 enterprises and supported over 5,000 jobs.
• UK industry won £43 million in contracts from the international subscriptions funded, and had accumulated a total of £150 million since 2005.

• Funded research inspired future generations to study STEM subjects, attracting 90% of UK undergraduates to study physics, funded 782 PhD students  and 16,800 student training days.
• Between 2009 to 2012 public engagement programmes engaged people on 58 million occasions, with 2 million people engaged in face-to-face activities in 2013 alone.

Innovation is no longer a buzz word: it is in the priority list for startups to large sized corporations. However, despite the efforts many organizations fail to innovate. Studies show success rate for innovation is only 1% to 7% in many industries. The central issue is the lack of understanding about innovation and how to manage it.
This article provides a practical guide to foster and effectively manage innovation improving success rate to outsmart competition.

Effective policy mixes are expected to accommodate uncertainties in the future policy context by being flexible and adapt over time in expectation of a range of anticipated and unanticipated conditions. In response to shifts in the future policy context, while policy changes can manifest as increments to status quo over time, policymakers may also need to face the possibility of making major policy shifts to enable the transition into more appropriate policy regimes. In the context of socio-technical transitions, the switch to new policy alternatives can be facilitated by incorporating new policy actions into the suite of current policy strategies early on, which can also help accommodate the long lead-times on some decisions and actions. This paper is a conceptual piece that focuses on integrating policy design thinking into the crafting of conscious policy choices and mixes to enable socio-technical transitions while considering the likely changes in the future policy context.

Phronetic organizational research is an approach to the study of management and organizations focusing on ethics and power. It is based on a contemporary interpretation of the Aristotelian concept phronesis, usually as ‘prudence’. Phronesis is the ability to think and act in relation to values, to deliberate about ‘things that are good or bad for humans’ in the words of Aristotle (1976:1140a24–b12). Phronetic organizational research effectively provides answers to the following four value-rational questions, for specific problematics in management and organization studies: 1. Where are we going with this specific management problematic? 2. Who gains and who loses, and by which mechanisms of power? 3. Is this development desirable? 4. What, if anything, should we do about it?

The term ‘phronetic social science’ was coined in Making Social Science Matter (Flyvbjerg 2001). However, as pointed out in that volume and by Schram (2006), phronetic social science existed well before this particular articulation of the concept, but it was just not organized, recognized or named as such. Rather, it occurred here and there as scholars had adopted phronesis-like methods for their own purposes. The present title is the first organized volume of empirical–practical work in phronetic social science. Before Making Social Science Matter, phronesis, as a critical term of Aristotelian philosophy, had been theorized and its continuing importance as a key concept in Western thought had been convincingly argued by distinguished philosophers like Hans Georg Gadamer, Hannah Arendt, Alasdair MacIntyre and Richard J. Bernstein, among others. But no one had developed the theory and philosophy of phronesis into a practical methodology that could be applied by researchers interested in actually practising a phronetic social science. Making Social Science Matter developed such a methodology. Its implications were discussed and developed further in Making Political Science Matter (Schram and Caterino 2006). After these two theoretical–methodological contributions, it was evident that an important next step in demonstrating the usefulness of phronetic social science would be to illustrate, with concrete examples, how applied phronesis works in practical, empirical social science research. The contributions on applied phronesis contained in the present volume make clear that this next step has now been taken.

The topic of innovation management has received much attention from research, industry and state support in the past number of years. However, much of the research has focused on the large enterprises with much available financial wealth and planning infrastructure required, in order to be effective at managing innovation. This research has not greatly benefited SMEs due to the key differences in industry practice between large, medium and small enterprises. A review of the literature has been conducted and synthesized in order to understand the factors that affect the innovation management process within Turkish SMEs. Our approach to this research has been designed around six phases: literature review (background), research hypnosis (induction), research instrument design (survey development), implementation (data collection), data analysis, conclusion and recommendations. A number of interviews were conducted with 25 SMEs using 3 different innovation auditing models to capture and validate best practice techniques. The goal of the analysis was (a) to understand the Turkish SMEs current capabilities and innovation management practices in each organization and (b) to identify a set of recommendation that may facilitate and enhance innovation management in all participated SMEs. The results of interviews and findings of the audits have been reported. From the analysis of the results section showing that majority of the SMEs having apparent lacking of innovation strategic plan, culture, formal process and assessment approach to measure impact of innovation project results to the overall success of the organization.

Problem Statement: Today’s ever-changing educational environment has created a need for new leadership styles
that encourage positive change and improvement. In Turkish universities, the most commonly used leadership models are the classic and/or traditional ones, which lead to stagnation in innovation and entrepreneurship. Only a limited number of universities are actively engaged in innovative research activities and achieve success in terms of entrepreneurship and cooperative work with industry. Abroad effort is needed to improve cooperation and encourage leadership development.
Purpose of Study: This paper attempts to show and critically analyze the role of leadership models of university management in creating a learning environment for innovation and entrepreneurship.
Methods: Semi-structured interviews were conducted with 42 different faculty members and 12 graduate students over a period of three months at three different universities in
Istanbul. Interviews were centered on 6 core research questions. Interpretative Phenomenological Analysis (IPA) was used to analyze the interview outcomes. The data were analyzed using the Atlas.ti 7 software kit.
Findings and Results: A large percent age of the participants,
78%, mentioned that participatory democracy is an important new leadership model that can empower innovation and entrepreneurship. Most respondents, 80%, also identified the important role of intensive collaboration with industry managers. In the transformation of the university, a significant percentage of the participants, 69%, agreed that
experts should be frequently consulted and their views taken into consideration. Slightly more than half of the participants, 54%, said that their university could do more to encourage innovation and innovative ideas from students and faculty members; out of the respondents who expressed this idea, the majority, 86 %, said that new leadership and
management styles would be critical in promoting this change.
Conclusions and Recommendations: As the current study shows, universities that apply new leadership styles create an
environment more conducive to fostering entrepreneurship and innovation. Consistent with previous research, the leadership model of university management plays a vital role
in universities’ readiness to accept innovative and entrepreneurial changes. Universities should adopt new leadership styles instead of using conservative and traditional leadership models that discourage innovation
and entrepreneurship. Generally speaking, democratic leadership models are more effective at fostering open innovation. In the new management framework, leaders can create new environments and spaces, such as technology transfer offices, to collaborate with industry.

With a point of departure in the concept "uncomfortable knowledge," this article presents a case study of how the American Planning Association (APA) deals with such knowledge. APA was found to actively suppress publicity of malpractice concerns and bad planning in order to sustain a boosterish image of planning. In the process, APA appeared to disregard and violate APA's own Code of Ethics. APA justified its actions with a need to protect APA members' interests, seen as preventing planning and planners from being presented in public in a bad light. The current article argues that it is in members' interest to have malpractice critiqued and reduced, and that this best happens by exposing malpractice, not by denying or diverting attention from it as APA did in this case. Professions, organizations, and societies that stifle critique tend to degenerate and become socially and politically irrelevant "zombie institutions." The article asks whether such degeneration has set in for APA and planning. Finally, it is concluded that more debate about APA's ethics and actions is needed for improving planning practice. Nine key questions are presented to constructively stimulate such debate.

"Management of Adult Education Organizations in Africa is premised upon the notion that Adult Education provided by organizations such as public universities, training colleges, corporate universities, and employers is now considered a mainstream academic discipline in several African countries and its importance in today's knowledge and "ideas" economies is growing steadily. Sound leadership and management are prerequisite to the successful operation of educational organizations. The book relies on African perspectives of managerial leadership to illustrate the urgent need to recognize the important role played by management in the design and successful delivery of adult education programs offered through andragogical learning practices.

This is a unique book which blends the Western ideas of management and leadership with the African ideas without prejudice to universal values, elementary scientific knowledge and other cultures. The book is in a series of books conceived and funded by UNESCO and the Institute for International Cooperation of the German Adult Education Association focusing on African Perspectives on Adult Learning. On the value of the book, Adama Ouane, Director, UNESCO Institute for Life Long Learning noted that in opening new approaches to the leadership and management of adult learning process, the book hopes to meet the managerial leadership needs of governments, non-governmental organizations, civil society organizations in an area of great importance to UNESCO and the community of Nations.


The Ten Chapters in the book focus on the following:
1. Management and diversity
2. Leadership in adult education organizations
3. Management approaches in Africa
4. Human resources development
5. Organizational development and change
6. Ubuntu embedded leadership and organizational learning
7. Planning, implementation and evaluation
8. Time management in an organization
9. Financial management
10. The challenges and opportunities of managing adult education organizations"

"At the dawn of a new century - a new millennium, no less - one kind of economy is ending and another is struggling to develop. We find ourselves in an era that spans the end of the industrial economy and the beginning of the knowledge economy.

"Industry will remain a central factor in the new economy. Much as agriculture remained a central factor in the industrial economy, so the production of goods will remain vital to the knowledge economy. Human beings continue to eat, and they continue to need tools and other goods. It is the development of the latest generation of these tools - computers, software, informated machines and information machines - that gave birth to the new economy. The activities and services of these tools make it possible to define the knowledge economy."