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Interreg Europe MARIE aims at mainstreaming RRI in regional smart specialisation strategies (RIS3) by improving ERDF-based regional policy instruments (ROPs) in terms of theme integration, change
in management structure and new projects focusing on RRI.
It pursues that by means of exchange among 10 partners of 8 European regions, jointly engaging in maturity mapping, good
practice analysis and action planning.
Eleni Apospori, Associate Professor
Dr. Louiza Paraskevopoulou
Dr. Christos S. Tsanos
Athens University of Economics and Business – Research
Centre / Business Communication Laboratory (AUEB-
RC/BCLab)
Enterprise Study on
RRI Implementation
To learn about enterprises/organisations (E/Os), in MARIE-
participating European Regions, that implement RRI
Drivers
Beneficiaries and resources
Link to RRI Thematic Elements
Impact
Enablers and barriers
Objective
Data collection• Instrument: Structured interviews
• Participants: 23 E/Os from 8 European regions
o Focus: specific Good Practices (GPs) of RRI implementation by
the E/Os
• Characteristics of E/Os
o Operate in a Smart Specialisation (S3) sector in each Region
o Have prior experience with RRI (e.g., participate in exchange
platforms, research projects, open innovation structures)
o Be an SME (in case of enterprises)
• Study timeframe: November 2017 – April 2018
Methodology
Qualitative content analysis
• Coding: organisation of raw data into conceptual categories
o 1st-order coding: identifying codes from raw data
o 2nd-order coding: identifying major themes / categories
from the multiple 1st-level codes
• Synthesis (across cases) of common themes into final results
Analytical approach
• Internal• Organisational culture rooted on RRI
• Skilled/experienced founders
• Existence of partnerships / networks of partners
• Benefits provided to: a) stakeholders / end users (by addressing a real
need) and b) society (“doing good”)• Business opportunity (e.g. improvement of staff satisfaction and
retention, improvement of product offering, development of in-house
research capacity)
• External
• Opportunities (e.g., funding availability, a business competition) and obligations (e.g. conformance to research integrity standards, internal
code of conduct) stemming from the external environment
• RRI as a means to achieve competitive advantage
• Technological trends
Drivers for the RRI case
Findings 1/6
Beneficiaries of the RRI case
• Internal stakeholders: the company / organisation (6/23), its
staff / employees (2/23), its shareholders (2/23)
• External stakeholders: end users / customers (16/23), society
in general (11/23), business partners (7/23), local community
(3/23), natural environment (3/23)
Resources required to set up and run the RRI case
• Human (internal company team, external experts, people
from the local community) (23/23)
• Financial (internal / external funding) (22/23)
• Technological (equipment, knowledge) (7/23)
• Others (materials, office space, time) (8/23)
Findings 2/6
RRI Thematic Elements addressed by RRI case
1. Public Engagement (18/23): involvement of end users /
stakeholders / local community in the process, open to public participation
2. Ethics (16/23): ethics / responsibility as an inherent feature of
operations, compliance with law, personal data security / protection
3. Open Access (12/23): open access to results (e.g. publications,
databases), open software, open innovation, open public events
4. Science Education (10/23): universities / schools as partners,
students as end users / beneficiaries, educational workshops (raise
awareness, disseminate results), sponsoring educational programs
5. Gender Equality (7/23): balanced participation of men and women
in the organisation / project team, research on gender issues
Findings 3/6
Measureable impacts of RRI case
• Business indicators (11/23): improved sales, international
demand, foreign investment, growth of business, number of
operating units of the end product, customer satisfaction
• Participation indicators (5/23): number of participants /
visitors
• Recognition indicators (3/23): awards, media coverage
• Academic / research indicators (2/23): number of scientific
papers produced, number of project deliverables
Findings 4/6
Enablers for the RRI case
• Organisational: Culture of collaboration and fostering
innovation
• Inclusion and partnerships / synergies: partnerships with
stakeholders (public sector, NGOs, research institutions, the
local community), maintaining good relations with
stakeholders, personal networking and contacts
• Financial: availability of internal and external funding (private /
public / EU / crowdfunding)
• Institutional: favourable institutional environment
• Technological: availability of open source software /
knowledge
Findings 5/6
Barriers for the RRI case
• Internal
o Lack of resources (funding, time, knowledge)
o Organisational culture that does not foster RRI
o Difficulties in attracting the right human resources
o Inadequate management processes for incorporating RRI in
operations, providing employees with RRI skills
• External
o Bureaucracy
o Lack of RRI awareness from end users / partners
o Skepticism of end users / partners towards the product /
service or RRI itself
Findings 6/6
• The RRI thematic elements
o Most frequently addressed: Public Engagement and Ethics
o Least frequently addressed: Gender Equality
• Main enablers for the development and implementation of the GPs are
o Internal: Organisational enablers and partnerships / synergies formed by the company , suggesting that the company should be RRI-oriented from the outset
o External: Financial, technological and institutional factors
• Main barriers
o Internal: Lack of resources, an organisational culture that does not foster RRI, lack of trust, centralisation of power and lack of autonomy, difficulties in attracting the right people
o External: Bureaucracy, skepticism and lack of RRI awareness
Concluding remarks