Learning innovation policy based on historical experience |
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| Institution: | 1. Division of Cardiovascular and Thoracic Surgery;2. School of Medicine, Duke University, Durham, North Carolina;3. Department of Surgery, Massachusetts General Hospital, Boston, Massachusetts;4. Division of Infectious Diseases, Duke University, Durham, North Carolina;1. School of Veterinary Medicine and Science, University of Nottingham, Sutton Bonington, LE12 5RD, United Kingdom;2. Quality Milk Management Services Ltd, Cedar Barn, Easton, Wells, Somerset BA5 1DU, United Kingdom;1. Dept. of Obstetrics & Gynecology, University of California, Irvine Medical Center, Orange, CA 92868, USA;2. Gynecologic Oncology Group Statistical & Data Center, Roswell Park Cancer Institute, Buffalo, NY 14263, USA;3. Dept. of Obstetrics & Gynecology, GYN Oncology of Miami, Miami, FL 33176, USA;4. Division of Hematology–Oncology, University of Arizona Cancer Center, Tucson, AZ 85724, USA;5. Dept. of Obstetrics & Gynecology, Division of Gynecologic Oncology, University of Arizona Cancer Center, Creighton University School of Medicine, St. Joseph''s Hospital & Medical Center, Phoenix, AZ 85013, USA |
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| Abstract: | Innovation fosters structural change and growth and drives socio-economic change. The generation and diffusion of innovation is a dynamic process, which cannot adequately be guided by static policy conceptions. In this paper we will explore the possibility of devising and implementing a ‘learning’ innovation policy. As organisational and technological change is not completely haphazard, we argue that innovation policy can make use of structural regularities in socio-economic change whilst, at the same time, be open to advances in scientific knowledge. We devise a method that achieves these two aims and apply it to a concrete example (knowledge systems). We conclude with practical implications originating from such a ‘learning’ innovation policy. |
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