Living labs are understood as collaborative platforms in which actors from research, government and business, and citizens, work together to address complex societal challenges. They are increasingly seen as an instrument to support sustainability transitions, such as transitions to a circular bio-based climate smart society. Living labs can create spaces for joint experimenting and learning by exploring the barriers and possibilities for transition and co-creating appropriate and viable solutions. These high expectations for and increased interest in living labs has sparked a keen interest in methods for assessing the performance of living labs. However, there is not yet an evaluation method or framework that is generally accepted and used. The few existing methods and frameworks mostly focus on the functioning of the living lab itself, and not on its wider impacts. Building on existing approaches and informed by the experiences in three living labs, we developed an assessment framework that enables the capturing of the dynamic role and contribution of living labs. This paper describes the framework and how it was developed. The paper contributes to the development of appropriate ways of assessing the functioning of living labs and the ways in which they contribute to sustainability transitions.

The European seaweed sector transitions from harvesting wild stocks only to harvesting and farming seaweed. This transition comes with the need to rethink the role of the European sector on the global scale; insight is needed into the organization of, and innovation in, the global seaweed value chain. This article presents results from our study on value chains using Gereffi’s conceptual framework. A systematic review of scientific publications published between 2010 and 2020 was executed for five markets: pharmaceuticals, bioplastics, biostimulants, alginate and cosmetics. It is concluded that innovation in the use of seaweed takes place across the globe and thus that a focus on high-value applications alone will not set the nascent European seaweed sector apart from established producing regions such as Asia. The studied global value chains are organised around strong lead firms that require suppliers to produce according to codified product characteristics. The European seaweed sector needs to increase the collaboration and develop joint efforts to develop safe and sustainable products that meet the demands of regulators, lead firms and consumers. Stronger coordination in the value chain will facilitate further business development, by stimulating collaboration and innovations.

The young lieutenant of a small Hungarian detachment in the Alps sent a reconnaissance unit into the icy wilderness. It began to snow immediately, snowed for 2 days and the unit did not return. The lieutenant suffered, fearing that he has despatched his own people to death. But on the third day the unit came back. Where had they been? How had they made their way? Yes, they said, we considered ourselves lost and waited for the end. And then one of us found a map in his pocket. That calmed us down. We pitched camp, lasted the snowstorm, and then with the map we discovered our bearings. And here we are. The lieutenant borrowed this remarkable map and had a good look at it. He discovered to his astonishment that it was not a map of the Alps, but a map of the Pyrenees. (Weick, 1995: 54)