Scaling innovations in agriculture and forestry: learnings from eight case studies in Europe

Abstract

Contextualization of the problem and main objectives of the communication Agriculture and forestry are facing difficult and various challenges related to their negative impacts on various social, economic and ecological dimensions. This has led to a rise of urgent calls for innovation in the last few years (EU SCAR, 2013). Innovation is key to devise viable, resilient, and sustainable solutions to the multiple challenges being faced under the framework of sustainability (Head & Xiang, 2015). The interactive innovation model has grown in popularity in the last few years. According to Buller et al., (2019) interactive innovation “implies adopting a discursive and interactive form of context-specific, multi-actor, multi-knowledge and user focused engagement that combines social practices with structures”. It is believed that precisely because of its interactivity, innovations created through this model will be more successfully scaled (Spielman and Kelemework., 2009; Fieldsend et al, 2021. The scaling of interactive innovations refers to holistic processes and strategies through which innovations contribute to and become embedded in broader processes of societal transformations. Scaling is therefore a key process that allows innovations to create transformation and impact. Methodology and sources used By analysing eight European agricultural and forestry related interactive innovation partnerships (Case studies have been selected to be representative of the heterogeneity of geographical locations and funding mechanisms in place across Europe) under the framework of H2020 LIAISON project, in this paper, we discuss how the process of scaling innovations can take three forms —scaling up, out and deep— which have already been identified in literature, and we propose a fourth type —scaling in— which we argue is especially relevant for interactive innovation partnerships. This new type considers the ability of external actors and networks to influence and result in important structural changes of the innovations, so they are embedded and better tailored to the specific contexts and identified needs.

Figure 1. Scaling up, scaling out, scaling in and scaling deep interactive innovations, building on Moore et al 2015 conceptual model.

Conclusion Interactive multi-actor partnerships seem to hold the answer to develop innovations that create positive change and transformation. However, for this to happen, these complex organisational structures need to able to scale innovations. We argue how scaling-in a necessary step towards the creation of a culture of innovativeness, which directly affects the ability to cope with a constantly changing environment. Additionally, we identify a set of strategies that can be associated with each of the four types of scaling, and how different contexts influence the emergence of specific strategies. Besides, we also discuss how the contexts change once the innovations have scaled. Additionally, as any other objective, a careful plan should be made regarding how to attain scaling at the beginning of the interactive innovation process. This rethinking of scaling as an objective, would also provide a solid foundation for policy to build effective support for the scaling of innovations, ensuring there is funding and continuation for the already co-created innovations.