scholarly journals Managing Collaborative Innovation Networks – Practical Lessons from a Belgian Spatial Planning Initiative

2017 ◽  
Vol 7 (3) ◽  
pp. 154
Author(s):  
Vidar Stevens ◽  
Annika Agger
Keyword(s):  
Spatial Planning ◽  
Management Strategies ◽  
Causal Link ◽  
Relationship Building ◽  
Management Approach ◽  
Innovation Networks ◽  
Collaborative Innovation ◽  
Collaboration Management ◽  
Innovation Processes ◽  
Policy Solutions

Collaborative innovation networks are increasingly used as vehicles for fostering innovative policy solutions. However, scholars have noted that the extent to which collaborative networks can actually contribute to the development of innovative policy solutions depends on how they are managed. Empirical research on the management of collaborative policy innovation processes is, however, scarce. Therefore, we review in this article a case to add new insights to the causal link between collaboration, management, and innovation. Specifically, we examine the management strategies which helped a Flemish administrative network to develop a radical new Spatial Planning Policy Plan. This study shows that the best way to manage collaborative innovation networks is not to press directly for results, but take the time to invest in relationship-building and together agree on a planning and clear process steps. Such a management approach allows actors to get to know each other and from thereon expand, with more background and appreciation for the others’ goals, behaviors, and intentions, their group activities concerning the formulation of a radical and innovative policy plan.

scholarly journals How to Manage Collaborative Policy Innovation Networks? Practical Lessons from a Flemish Coastal Protection Initiative

2017 ◽  
Vol 7 (4) ◽  
pp. 94
Author(s):  
Vidar Stevens
Keyword(s):  
Management Strategies ◽  
Policy Innovation ◽  
Collaborative Networks ◽  
Coastal Protection ◽  
Collaborative Network ◽  
Innovation Networks ◽  
Protection Policy ◽  
Good People ◽  
Collaboration Management ◽  
Policy Solutions

Collaborative policy innovation networks are increasingly used as vehicles for fostering innovative policy solutions. However, scholars have noted that the extent to which collaborative networks can actually contribute to the development of innovative policy solutions depends on how they are managed. Empirical research on the management of collaborative policy innovation networks has so far been limited. Therefore, a case is reviewed to add new insights to the link between collaboration, management, and policy innovation. Specifically, the management strategies are examined which helped a Flemish administrative network to develop a radical new Coastal Protection Policy Plan. This study shows that a clear procedural groundwork, playful mediating strategies, and a good people knowledge help network managers to facilitate the development of innovative policy solutions in a collaborative network.

scholarly journals Facilitating practice-led co-innovation for the improvement in animal welfare

2017 ◽  
Vol 46 (2) ◽  
pp. 131-137 ◽  
Author(s):  
Lisa van Dijk ◽  
Henry Buller ◽  
Louise MacAllister ◽  
David Main
Keyword(s):  
Network Performance ◽  
Laying Hen ◽  
Egg Laying ◽  
Management Approach ◽  
The European Union ◽  
Participatory Action ◽  
Self Reflection ◽  
Collaborative Innovation ◽  
New Ideas ◽  
Innovation Processes

Using the egg-laying-hen sector as a case study, the European Union-funded ‘Hennovation’ thematic network has been testing mechanisms to enable practice-led innovation through the establishment of 19 innovation networks of farmers and within the laying-hen processing industry, supported by existing science and market-driven actors. These networks were facilitated to proactively search for, share and use new ideas to improve hen welfare, efficiency and sustainability. This article provides insights into the tools used, including a framework for the facilitation of practice-led collaborative innovation processes. This framework was developed through participatory action research to monitor network performance and self-reflection by facilitators. Practice-led innovation processes are network specific and evolve as the actors within the network come together to share common problems, experiment with possible solutions and learn. The participatory and iterative nature of this process leads to uncertainty in process and end results. This raises methodological challenges in the management of such processes and requires a flexible and adaptive management approach focusing on learning and reflection.

scholarly journals Placenta accreta spectrum disorders—experience of management in a German tertiary perinatal centre

2020 ◽  
Author(s):  
Anja Bluth ◽  
Axel Schindelhauer ◽  
Katharina Nitzsche ◽  
Pauline Wimberger ◽  
Cahit Birdir
Keyword(s):  
Caesarean Section ◽  
Blood Loss ◽  
Placenta Accreta ◽  
Caesarean Section Rate ◽  
Management Strategies ◽  
Management Approach ◽  
Optimal Setting ◽  
Placenta Accreta Spectrum ◽  
Management Approaches

Abstract Purpose Placenta accreta spectrum (PAS) disorders can cause major intrapartum haemorrhage. The optimal management approach is not yet defined. We analysed available cases from a tertiary perinatal centre to compare the outcome of different individual management strategies. Methods A monocentric retrospective analysis was performed in patients with clinically confirmed diagnosis of PAS between 07/2012 and 12/2019. Electronic patient and ultrasound databases were examined for perinatal findings, peripartum morbidity including blood loss and management approaches such as (1) vaginal delivery and curettage, (2) caesarean section with placental removal versus left in situ and (3) planned, immediate or delayed hysterectomy. Results 46 cases were identified with an incidence of 2.49 per 1000 births. Median diagnosis of placenta accreta (56%), increta (39%) or percreta (4%) was made in 35 weeks of gestation. Prenatal detection rate was 33% for all cases and 78% for placenta increta. 33% showed an association with placenta praevia, 41% with previous caesarean section and 52% with previous curettage. Caesarean section rate was 65% and hysterectomy rate 39%. In 9% of the cases, the placenta primarily remained in situ. 54% of patients required blood transfusion. Blood loss did not differ between cases with versus without prenatal diagnosis (p = 0.327). In known cases, an attempt to remove the placenta did not show impact on blood loss (p = 0.417). Conclusion PAS should be managed in an optimal setting and with a well-coordinated team. Experience with different approaches should be proven in prospective multicentre studies to prepare recommendations for expected and unexpected need for management.

Path to Success

2013 ◽  
pp. 122-143
Author(s):  
Ahu Genis-Gruber ◽  
Ramazan Aktas
Keyword(s):  
Management Strategies ◽  
Organizational Structures ◽  
International Management ◽  
Marketing Strategies ◽  
Management Approach ◽  
Current Case ◽  
Cultural Management ◽  
The World ◽  
Management Techniques ◽  
Cross Cultural Management

The current case examines the management strategies of a leading furniture company that started off as a small business and rapidly expanded globally. The success the company has achieved through its innovative marketing strategies and use of international management techniques is presented. The case highlights the company’s flexibility in adapting its organizational structures to the nature of the market in different countries, and its reliance on a cross-cultural management approach to marketing in order to increase product acceptance by consumers across the world.

Open Innovation in SMEs

2013 ◽  
pp. 160-174
Author(s):  
Hakikur Rahman
Keyword(s):  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Technological Development ◽  
Innovation Research ◽  
Outer Periphery ◽  
Collaborative Innovation ◽  
Medium Enterprises ◽  
Successful Innovation ◽  
Corporate Business ◽  
Innovation Processes

Successful innovation is a key to business growth. In the realm of technological development, innovation processes have been transformed into various forms, like open innovation, crowdsourcing innovation, or collaborative innovation. This research would like to focus on open innovation processes to reach out to the common stakeholders in the entrepreneurship system through small and medium enterprises. It has been observed that to provide innovative services or products to the outer periphery of the customer chain, SMEs play an important role. Hence, focusing innovation for SMEs would lead to a newer dimension of innovation research for better business and economic growth. It could be applied to both ways in terms of value gain to the participants. This applies to all sorts of entrepreneurships, though often corporate business houses seem to be the most beneficiaries of innovation researches. This research will emphasize open innovation for SMEs at the outset by focusing transformation of innovation leading to a networked paradigm in spite of being in closed periphery, and try to provide some overview on innovation strategies, including various challenges.

scholarly journals Salinity Management in the Murray–Darling Basin, Australia

Water ◽  
2020 ◽  
Vol 12 (6) ◽  
pp. 1829 ◽  
Author(s):  
Barry Hart ◽  
Glen Walker ◽  
Asitha Katupitiya ◽  
Jane Doolan
Keyword(s):  
Land Surface ◽  
Success Factors ◽  
Management Strategies ◽  
Active Management ◽  
Management Approach ◽  
Governance System ◽  
European Settlement ◽  
Murray Darling Basin ◽  
The Future ◽  
Salinity Management

The southern Murray–Darling Basin (MDB) is particularly vulnerable to salinity problems. Much of the Basin’s landscape and underlying groundwater is naturally saline with groundwater not being suitable for human or irrigation use. Since European settlement in the early 1800s, two actions—the clearance of deep-rooted native vegetation for dryland agriculture and the development of irrigation systems on the Riverine Plains and Mallee region—have resulted in more water now entering the groundwater systems, resulting in mobilization of the salt to the land surface and to rivers. While salinity has been a known issue since the 1960s, it was only in the mid-1980s that was recognized as one of the most significant environmental and economic challenges facing the MDB. Concerted and cooperative action since 1988 by the Commonwealth and Basin state governments under a salinity management approach implemented over the past 30 years has resulted in salinity now being largely under control, but still requiring on-going active management into the future. The approach has involved the development of three consecutive salinity strategies governing actions from 1988 to 2000, from 2001 to 2015, and the most recent from 2016 to 2030. The basis of the approach and all three strategies is an innovative, world-leading salinity management framework consisting of: An agreed salinity target; joint works and measures to reduce salt entering the rivers; and an agreed accountability and governance system consisting of a system of salinity credits to offset debits, a robust and agreed method to quantify the credits and debits, and a salinity register to keep track of credits and debits. This paper first provides background to the salinity issue in the MDB, then reviews the three salinity management strategies, the various actions that have been implemented through these strategies to control salinity, and the role of the recent Basin Plan in salinity management. We then discuss the future of salinity in the MDB given that climate change is forecast to lead to a hotter, drier and more variable climate (particularly more frequent droughts), and that increased salt loads to the River Murray are predicted to come from the lower reaches of the Mallee region. Finally, we identify the key success factors of the program.

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