| dc.description.abstract | Background. Mission-oriented and transformative innovation policy are increasingly gaining attention from policymakers, particularly in the light of grand societal challenges. Societies are faced with major challenges such as climate change and ambitious goals are set to address those challenges. This also implies a larger responsibility for policy makers to set directions in which socio-technical transitions need to move to address the societal challenges.
Theory. Providing such directions is coined directionality. Apart from that the interpretation of what directionality entails differs between literature streams, there is currently also little empirical evidence on how directionality manifests itself in practice or how practitioners can achieve directionality in practice. In order to provide more guidance and aid in the understanding of what challenges may emerge during the process of translating societal goals into actionable policy, a conceptual framework was created to identify directionality challenges.
Aim. The aim of this study was to apply the framework to a new case study, namely the mission towards a carbon-free electricity system in 2050 in the Netherlands. This mission contributes to the overarching Dutch climate goals to become climate by 2050. This mission is exceptionally well suited for assessing directionality, considering that the energy transition has an impact on entire societies and thus arguably requires the right directions at the right times. In addition, this study also contributes to literature by applying the framework to a novel case, and it contributes to the understanding of practitioners what directionality challenges they may face.
Method. A combination of desk research (policy briefs, reports, official documents) and 18 interviews with relevant stakeholders were utilised to assess the directionality challenges that are experienced in the context of the mission.
Results. A total of ten directionality challenges were identified: handling goal conflicts, defining system boundaries, identifying realistic pathways, formulating strategies, realising destabilisation, nurturing public engagement, mobilising relevant policy domains, identifying target groups, accessing intervention points, and governance. The new ‘mission governance’ that built upon the existing Top Sector governance was found to be unclear.
Discussion/Conclusion. Goals are clear to an extent, though there is demand for more directionality to be provided by the government. As many activities are currently undertaken in a sectoral perspective, there is a need for a more integrated approach that goes beyond sectoral or policy domain boundaries. The Netherlands is making efforts to facilitate this through national plans. | |
