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Understanding Energy Innovation
This open access book uses smart grids to explore and better understand energy innovation, from a social science perspective. Understanding Energy Innovation has four core themes—networks, nodes, narratives and nostalgia—and each chapter tackles a theme, using case studies from Australia and Europe. Energy innovation is currently occurring at a rapid pace, in response to a host of problems including climate change, high energy prices, and unreliable supply. Understanding Energy Innovation provides ways to think about and plan for energy sector reform and innovation, drawing on core ideas from social and innovation theory, and centred on smart grids as a case study. These academic ideas are written about in an accessible way, recognising that a diversity of people have an interest in energy innovation generally, and smart grids more specifically, and would like to find out more about ways of understanding energy innovation that integrate the social and the political.
The Making of Low Carbon Economies
The Making of Low Carbon Economies looks at how more than two decades of sustained effort at climate change mitigation has resulted in a variety of new practices, rules and ways of doing things: a period of active construction of low carbon economies. From outer space observations of the carbon in tropical forests, to carbon financial reporting, and insulating solid masonry walls, these diverse things, activities and objects are integral to how climate change has been brought into being as a problem. The book takes a fresh look at society’s response to climate change by examining a diverse array of empirical sites where climate change is being made real through its incorporation into every...
Sustainable Urban Energy Policy
Minimising the most severe risks of climate change means ending societal dependence on fossil fuels, and radically improving the efficiency with which we use all energy sources. Such deliberate transformative change is, however, without precedent. Sustainable Urban Energy Policy debates the major public issue of developing a sustainable, clean and affordable energy system by adopting a distinctive focus on heating in cities. In this way, the book constructs an original account of clean energy policy, politics and provision, grounded in new empirical data derived from case studies of urban and multi-level governance of sustainable heat and energy saving in the UK and Europe. Offering an original conceptual framework, this study builds on socio-technical studies, economic and urban sociology, human geography, applied economics and policy studies in order to understand energy governance and systemic change in energy provisions. This book is a valuable resource for students and academics in the areas of Science and Technology Studies, Sociology, Geography (Urban Studies) and Political Economy as well as energy policy makers, social housing providers and energy practitioners.
Institutional Memory as Storytelling
How do bureaucracies remember? The conventional view is that institutional memory is static and singular, the sum of recorded files and learned procedures. There is a growing body of scholarship that suggests contemporary bureaucracies are failing at this core task. This Element argues that this diagnosis misses that memories are essentially dynamic stories. They reside with people and are thus dispersed across the array of actors that make up the differentiated polity. Drawing on four policy examples from four sectors (housing, energy, family violence and justice) in three countries (the UK, Australia and New Zealand), this Element argues that treating the way institutions remember as storytelling is both empirically salient and normatively desirable. It is concluded that the current conceptualisation of institutional memory needs to be recalibrated to fit the types of policy learning practices required by modern collaborative governance.
Coopetition
Public service innovation, defined as the adoption of new technology and methods of service delivery, is at the heart of public management research. Scholars have long studied public and private sector innovation as distinctive phenomena, arguing that private sector innovation aims to increase firms' competitive advantage, while public sector innovation purports to improve governance and performance. The public-private dichotomy overlooks the complex way how organizations interact with each other for service delivery. Public services are increasingly delivered through the web of collaborative networks, in which organizations compete and cooperate simultaneously. This Element explores how coopetition, namely the simultaneous presence of competition and collaboration, shapes innovation in the health care sector. Analyzing panel data of 4,000+ American hospitals from 2008 to 2017, this Element finds evidence that coopetition catalyzes the technology and service process innovation and offers practical implications on managing innovation in competitive environments.
Leadership Standpoints
This project offers a new leadership framework for the next generation of nonprofit professionals. Based on five years of data collected from the New York Community Trust Leadership Fellowship - designed to address leadership development gaps in the nonprofit sector - it constructs three dimensions and eleven themes for the theory and practice of leadership standpoints. Leadership standpoints are a framework for practicing inclusion, building spaces for performance, and thinking and acting with range. Those using leadership standpoints continuously interact with diverse stakeholders, constantly verify others' views and interests, and remain keenly attentive to power distributions, material constraints, and hidden or unacknowledged voices that need surfaced, while expanding their personal and social outlooks to elevate performance and meet pressing demands best addressed through broadly informed decisions. This title is also available as Open Access on Cambridge Core.
Global Climate Governance
Climate change is one of the most daunting global policy challenges facing the international community in the 21st century. This Element takes stock of the current state of the global climate change regime, illuminating scope for policymaking and mobilizing collective action through networked governance at all scales, from the sub-national to the highest global level of political assembly. It provides an unusually comprehensive snapshot of policymaking within the regime created by the United Nations Framework Convention on Climate Change (UNFCCC), bolstered by the 2015 Paris Agreement, as well as novel insight into how other formal and informal intergovernmental organizations relate to this regime, including a sophisticated EU policymaking and delivery apparatus, already dedicated to tackling climate change at the regional level. It further locates a highly diverse and numerous non-state actor constituency, from market actors to NGOs to city governors, all of whom have a crucial role to play.
Public Service Motivation and Public Opinion
Practitioners, policymakers, and scholars across fields and disciplines seek to understand factors that shape public opinion and public service values, especially in today's polarized context. Yet we know little about how the two relate. Research on public service motivation (PSM), a drive to help others grounded in public institutions, has grown to examine career decisions and behaviors within and outside the workplace, but does the influence of PSM extend to individual values? Using data from the Cooperative Congressional Election Study surrounding the 2016 US presidential election, we first examine the antecedents of PSM; how do individual characteristics as well as socioeconomic and sociocultural factors influence levels of PSM? Second, we describe the role PSM plays in shaping public opinion on policy preferences, budget priorities, and political behaviors. Findings have implications for both understanding who has PSM as well as how PSM shapes public preferences, attitudes, and behaviors.
Retrofitting Collaboration into the New Public Management
This Element is about the challenges of working collaboratively in and with governments in countries with a strong New Public Management (NPM) influence. As the evidence from New Zealand analyzed in this study demonstrates, collaboration – working across organization boundaries and with the public – was not inherently a part of the NPM and was often discouraged or ignored. When the need for collaborative public management approaches became obvious, efforts centered around “retrofitting” collaboration into the NPM, with mixed results. This Element analyzes the impediments and catalysts to collaboration in strong NPM governments and concludes that significant modification of the standard NPM operational model is needed including: Alternative institutions for funding, design, delivery, monitoring and accountability; New performance indicators; Incentives and rewards for collaboration; Training public servants in collaboration; Collaboration champions, guardians, complexity translators, and stewards; and paradoxically, NPM governance processes designed to make collaborative decisions stick.
