In recent years, innovation has been specifically targeted by the political system with the first Danish innovation strategy (2012) and the INNO+ catalogue (2013) functioning as a basis of prioritization for the increasing public spending in interorganizational innovation partnerships. This master thesis uses an actor-network theory perspective to investigate how this interest materializes in the healthcare project National Experimental Therapy (NEXT) following the journey of innovation from political vision to project praxis. This has profound effects on innovation itself, the project it is part of, and also illuminates innovation management issues all through. The analysis follows innovation through three empirical points of impact. In analysis one, we show how innovation is framed as a solution to the vast and complex of the financial crisis of ‘07 by becoming a way to create growth and employment in a 3-5 year timeframe in publicprivate partnerships including regulating authorities. In analysis two, the negotiation process between the Ministry of Higher Education & Science and The Danish Association of the Pharmaceutical Industry results in a scaling of traditional pharmaceutical industry innovation, in a process that allows for NEXT to take form. In analysis three, innovation in NEXT becomes both a certain form of marketing, a new organization between hospitals, companies and authorities, and also ‘classical science’ in the form of personalized medicine and pilot centers for oncology and dermatology. Discussing the analysis, we find three themes which relates to our research question: 1) Policy making as interorganizational partnerships: The political system seems to invite the governed inside to help partake in the formulation of the governing content itself, thus promising both increased influence but also the possibility of heavier enforcement. 2) Negotiation as a constant: The translation processes of the second analysis not only happen when an explicit negotiation takes place but can become an innovation management tool to see the constant work an interorganizational partnership needs to thrive. 3) Strength and strategy in the multiple: Innovation as a multiple object becomes a strength and the very foundation on which NEXT is possible.
|MSocSc in Political Communication and Managment, (Graduate Programme) Final Thesis
|Number of pages