Challenges in innovations across the domains of agriculture and social care: lessons from a
transition, entrepreneurship and social network perspective
Research Question
Can we explain the development of green care in different countries at local, regional and national level
why some pioneers are successful in green care and others not
Role of farmers, regional and national organizations
Aim of this workshop
First steps in development of conceptual
framework in understanding development of
green care at local, regional and national level in different countries
Producing a joint paper as a product of the COST action
Stimulate collaborative actions: comparing approaches and developments in different countries
Content of workshop
Short presentations of different concepts
Discussion on possibilities to combine concepts and identify the relevant factors of failure or
success
Agreements on further steps/actions
Concepts used in research projects
Social network theory: Renate Renner: Austria- Netherlands
Transition sciences (Strategic niche management):
Netherlands John Grin/Jan Hassink
Social Entrepreneurship; Institutional Entrepreneurship:
Netherlands Jan Hassink/JG/Wim Hulsink
Implementation of innovation; Leadership; Quality in service organizations: Netherlands Jan Hassink/JG/WH
Organization sciences/business models: Netherlands Jan Hassink/WH/JG
……
Concepts used
Social network theory: Renate Renner: Austria
Transition perspective (SNM, MLP); Jan Hassink/John Grin/Wim Hulsink-Netherlands
Entrepreneurship JH, JG, WH-Netherland
Social
Institutional
Organization sciences, JH, JG, WH- Netherlands
Business models
Implementation in organization
Quality of service organizations
Evolution of organizations
………..
Specific for green care
Two different domains and regimes
Different stages of development between countries
Social entrepreneurs: Individual and institutional
Different business models
Collective action
Different types of pioneers
Care/Social farmer
Regional Associations of Care Farmers
Initiatives from care institutions; collaboration with group of farmers
National support centres: Johanna Schuessler
Local, regional and national level
Presentation Netherlands
Concepts used in the Netherlands
Transition perspective (SNM, MLP)
Entrepreneurship
Social
Institutional
Organization sciences
Business models
Implementation in organization
Quality of service organizations
Evolution of organizations
Social and institutional entrepreneurship
Entrepreneur
Vision
Strategy
legitimacy
Context
Institutional support
network
Organization
Leadership
budget
Process
Learning
Long term collaboration
Factor of success: Compentences entrepreneur
Total dedication
Vision
Legitimacy
Dealing with 2 different regimes
Pro-active
Seeing opportunities/positive
Networking
Strategy
Previous experience
Factor of succes: dealing with Context
Institutional support at start and later phase
Broad network and being able to use it
Sense of urgency
Connecting with ideas of care partners
Good relations with financing organizations
Factor of success: good organization
Leadership (vision, inspiring, connecting)
Budget
Size
Involved, competent employees
Knowledge procedures care sector
Efficient, transparent organization
Clear added value for farmers
Business model: Regional association of care farms
Financing care sector
Insurance company Municipality Financial: 100 %
Contract partner Reg. Association Financial:
10/20%
Care supplier Care farm Financial:
80/90%
clients clients
Central Office
Organisatiestructuur Stichting Landzijde
Director
Regional support centre Regional support
centre Regional support centre
Coördinator care
Client council
Board of supervision
Advice farmers
Member care farms
Challenges Associations Care farmers
To get out of the starting phase
Sufficient revenues
Leadership
Legitimacy
Development competent organization
Involvement of and added value for farmers
Tension private and collective interests
Long term collaboration with health insurance companies, municipalities etc.
Public relation
Implementation in care institution (Kotter)
Sense of urgency
Leading coalition
Vision and strategy
Communicating change vision
Short term successes
Improving, consolidating
Solid rooting in organization
Quality in service organizations
Leadership
Continuous improvement
Learning
Competences and pride of employees
Evolution Green Care in the Netherlands
1997
Not well known
1 target group
Care oriented and antroposophic
No financing structures
Innovation subsidies
2009
Well known
Financing pgb, AWBZ
Diversity target groups
No subsidies anymore
Regional associations
More legitimity
Diverse identities
Quality management
Organizational sciences: Evolution of new sector
New activity: Lack of organizational knowledge, legitimacy and resources
Steps: Building trust, reliability, reputation institutional legitimacy
Collective action: crucial for development of sector: learning, shared competences, critical mass
Steps: informal networks, strategic alliances, consortia, trade associations
Themes to discuss and study
How to link diversity of initiatives
How to organize collective action and learning
What is the urgency?
How to generate legitimacy (moral, regulatory, cognitive);
theorization
Identity: confronting/distinctiveness or inclusion care sector (care and agriculture oriented care farms)
Differentiation, generalists, specialists
What is the carrying capacity; how to increase it
Can successful examples be copied/translated?