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KEM's for mission-driven innovation
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  • Key Enabling Methodologies (KEMs) for mission-driven innovation
  • Tabel of contents
  • Introduction to the agenda
    • 1. Introduction
      • 1.1 Background: Mission-driven Innovation Policy
      • 1.2 Key Enabling Methodologies or KEMs
      • 1.3 Categories of KEMs
      • 1.4 Conditions and the use of KEMs
      • 1.5 This agenda
  • Categories
  • 2 Vision and imagination
    • 2.2 State of the art
    • 2.3 Challenges and research questions
    • 2.4 References
  • 3. Participation and co-creation
    • 3.2 State of the art
    • 3.3 Challenges and research questions
    • 3.4 References
  • 4. Behaviour and empowerment
    • 4.2 State of the art: perspectives on behavioural change
    • 4.3 Challenges and research questions
    • 4.4 References
  • 5. Experimental Environments
    • 5.2 State of the art: from modeling to experimentation
    • 5.3 Challenges and research questions
    • 5.4 References
  • 6. Value Creation and upscaling
    • 6.2 State of the art
    • 6.3 Challenges and research questions
    • 6.4 References
  • 7. Institutional change
    • 7.2 State of the art
    • 7.3 Challenges and research questions
    • 7.4 References
  • 8. System change
    • 8.2 State of the art
    • 8.3 Challenges and research questions
    • 8.4 References
  • 9. Monitoring and effect measurement
    • 9.2 State of the art
    • 9.3 Challenges and research questions
    • 9.4 References
  • Methods in the Mission-Driven Innovation Policy
    • 10. Methods in the Mission-Driven Innovation Policy
      • 10.1 Programming and KEM research
      • 10.2 Methodological challenges in the missions
      • 10.3 Cohesive application
  • Notes
    • About the development of this agenda
    • Colophon
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  1. 6. Value Creation and upscaling

6.4 References

Adner, R. (2012). The wide lens. What successful innovators see that others miss. New York: Penguin Books.

Bocken, N. M., Short, S. W., Rana, P., & Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes. Journal of cleaner production, 65, 42-56.

Bocken, N. M., De Pauw, I., Bakker, C., & van der Grinten, B. (2016). Product design and business model strategies for a circular economy. Journal of Industrial and Production Engineering, 33(5), 308-320.

Bocken, N. M., Strupeit, L., Whalen, K., & Nußholz, J. (2019). A review and evaluation of circular business model innovation tools. Sustainability, 11(8), 2210.

Cross, N. (2013). Design thinking. Understanding how designers think and work. New York & London: Bloomsbury Academic.

Dittrich, K. (2015). The value case methodology: A methodology aligning financial and non-financial values in large multi-stakeholder innovation projects. Delft: TNO.

Dittrich, K., Koerts, W., Berkers, F., Beckers, J., & Montalvo, C. (2015). A value case approach for analysing goal alignment in multi-stakeholder networks: the case of sustainable product manufacturing in the electronics industry. Rome: DRUID Conference.

Følstad, A., & Kvale, K. (2018). Customer journeys: a systematic literature review. Journal of Service Theory and Practice, 28(2), 196-227.

Hillebrand, B., Driessen, P.H., and Kollet, O. (2015). Stakeholder marketing: theoretical foundations and required capabilities. Journal of the Academy of Marketing Science, 43, 411-428.

LĂźdeke-Freund, F., Massa, L., Bocken, N., Brent, A., & Musango, J. (2016). Business models for shared value. Network for Business Sustainability: South Africa.

Lüdeke‐Freund, F., Gold, S., & Bocken, N. M. (2019). A review and typology of circular economy business model patterns. Journal of Industrial Ecology, 23(1), 36-61.

Mazzucato, M. (2014). De ondernemende staat. Waarom de markt niet zonder overheid kan. Amsterdam: Nieuw Amsterdam.

Mazzucato, M. (2019). Governing missions in the European Union. Brussels: European Commission. DG for Research and Innovation.

Oskam, I., Bossink, B., & de Man, A. P. (2020). Valuing value in innovation ecosystems: How cross-sector actors overcome tensions in collaborative sustainable business model development. Business & Society, 1-33.

Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for visionaries, game changers and challengers. Hoboken New Jersey: John Wiley & Sons.

Rogers, E. (1962). Diffusion of innovations. New York & London: Free Press, MacMillan.

Roscam Abbing, E. (2010). Brand driven innovation. AVA Publishing.

Rutten, P., Koops, O., & Visser, F. (2019). Monitor Creatieve Industrie. Nederland, Top 10 steden, creatieve bedrijven en beroepen. Hilversum: Media Perspectives.

Schot, J., & Steinmueller, E. (2018). Three frames for innovation policy: R&D, systems of innovation and transformative change. Research Policy, 47(9), 1554-1567.

Tukker, A. (2004). Eight types of product–service system: eight ways to sustainability? Experiences from SusProNet. Business strategy and the environment, 13(4), 246-260.

Valkokari, K., Seppänen, M., Mäntylä, M., & Jylhä-Ollila, S. (2017). Orchestrating Innovation Ecosystems: A Qualitative Analysis of Ecosystem Positioning Strategies. Technology, Innovation Management Review, 7(3), 12-24.

Vargo, S. L. (2011). Market systems, stakeholders, and value propositions. Toward a service-dominant logic-based theory of the market. European Journal of Marketing, 45(1-2), 217-222.

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