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The development of a suitable public charging system for electric vehicles relies on inputs from many complementary organizations that need to synchronize interdependencies across different activities, organizations, and industries. Research on temporal fit has focused on synchronizing activities within or external to the organization, rather than exploring synchronization across multiple organizations with highly interdependent yet colliding temporal structures and multiple time-givers. Drawing on a case study of a collaborative effort to create a national charging infrastructure for electric vehicles, we theorize the interplay between various highly interdependent actors. The resulting theory posits that actors combine and shift between different innovation practices to organize time and explains how multiple, yet interdependent actors engaging in temporal work attempt to accomplish temporal fit. Three entrainment dynamics are identified: (1) temporal tug-of-war through ecosystem configuration; (2) temporal dictating through group politics; and (3) ecosystem navigation through temporal ambivalence. These dynamics arise both between and within groups of actors when they coordinate innovation practices across multiple temporal structures and time-givers. Together, the simultaneous pursuit of synchronization within and across these different coalitions appears to constrain the realization of the collective goal.
Wouter P. L. van Galen; Bob Walrave; Sharon A. M. Dolmans; A. Georges L. Romme. Charging for Collaboration: Exploring the Dynamics of Temporal Fit in Interdependent Constellations for Innovation. Energies 2021, 14, 5386 .
AMA StyleWouter P. L. van Galen, Bob Walrave, Sharon A. M. Dolmans, A. Georges L. Romme. Charging for Collaboration: Exploring the Dynamics of Temporal Fit in Interdependent Constellations for Innovation. Energies. 2021; 14 (17):5386.
Chicago/Turabian StyleWouter P. L. van Galen; Bob Walrave; Sharon A. M. Dolmans; A. Georges L. Romme. 2021. "Charging for Collaboration: Exploring the Dynamics of Temporal Fit in Interdependent Constellations for Innovation." Energies 14, no. 17: 5386.
Previous work has demonstrated that structural forms of empowerment tend to enhance individual and team resilience. However, there is hardly any knowledge about how structural empowerment affects organizational resilience. Moreover, a widespread (though largely untested) assumption is that, in adverse times, power and authority need to be centralized at the top to enhance organizational resilience. This paper explores the effects of empowerment on organizational resilience in an in-depth case study of a Dutch home care organization, in which employees are structurally empowered. The findings from this case study suggest that structural empowerment positively affects organizational resilience, but that this effect is contingent upon a climate of psychological safety as well as top management’s sustained commitment to structural empowerment. We move beyond the extant conceptualization of psychological safety by demonstrating its inter-level nature in the context of structural empowerment, which operates across organizational levels when employees also engage in discussions on tactical and strategic issues. Overall, this study provides an in-depth understanding of how organizations can enhance their resilience by empowering their members, thus also challenging the common wisdom about centralizing power in adverse times.
Jennifer Van Den Berg; Alex A. Alblas; Pascale María LeBlanc; A. Georges L. Romme. How Structural Empowerment Boosts Organizational Resilience: A case study in the Dutch home care industry. Organization Studies 2021, 1 .
AMA StyleJennifer Van Den Berg, Alex A. Alblas, Pascale María LeBlanc, A. Georges L. Romme. How Structural Empowerment Boosts Organizational Resilience: A case study in the Dutch home care industry. Organization Studies. 2021; ():1.
Chicago/Turabian StyleJennifer Van Den Berg; Alex A. Alblas; Pascale María LeBlanc; A. Georges L. Romme. 2021. "How Structural Empowerment Boosts Organizational Resilience: A case study in the Dutch home care industry." Organization Studies , no. : 1.
Hierarchy is a key characteristic of any complex system. This paper explores which notions of hierarchy are being used in the field of organization and management studies. Four distinct types of hierarchy are identified: a ladder of formal decision-making authority, a ladder of achieved status, a self-organized ladder of responsibility and an ideology-based ladder. A social mechanism-based perspective serves to define and distinguish these four types. Subsequently, the typology is further developed by comparing the four hierarchy types in terms of their tacit/explicitness, (in)transitivity and behavior- versus cognition-centeredness. This article contributes to the literature by dissecting the general metaphor of hierarchy into four different constructs and their social mechanisms, which serves to create a typology of the various ways in which complex social systems can be characterized as hierarchical. This typology can inform future research drawing on any type of hierarchy.
A. Romme. Ladders of Authority, Status, Responsibility and Ideology: Toward a Typology of Hierarchy in Social Systems. Systems 2021, 9, 20 .
AMA StyleA. Romme. Ladders of Authority, Status, Responsibility and Ideology: Toward a Typology of Hierarchy in Social Systems. Systems. 2021; 9 (1):20.
Chicago/Turabian StyleA. Romme. 2021. "Ladders of Authority, Status, Responsibility and Ideology: Toward a Typology of Hierarchy in Social Systems." Systems 9, no. 1: 20.
Design science (DS) approaches have been emerging in engineering, management and other disciplines operating at the interface between design research and the natural or social sciences. Research informed by DS is challenging because it involves “mixing oil with water”, using a famous phrase of Herbert Simon. A key challenge here is the dual role of theory: one can develop a “theory of” any empirical phenomenon to explain its characteristics and outcomes, or alternatively, develop a “theory for” generating this phenomenon, focused on solving problems and enlarging possibilities. To clearly distinguish these two perspectives, we talk about theorizing in relation to theory-of and framing related to theory-for. A state-of-the-art review of how DS is applied by management researchers results in two main findings. First, explicit (re)framing efforts appear to be highly instrumental in challenging a given theoretical paradigm and thereby reduce the risk of being constrained to it; these findings confirm the generative nature of design activity. Moreover, many studies reviewed draw on knowledge formats that synthesize descriptive-explanatory and prescriptive-normative knowledge. Our main findings are subsequently integrated into a DS methodology, which may especially be of interest to design-oriented disciplines that tend to adopt a rather intuitive (undefined) notion of theory.
A. Romme; Dimo Dimov. Mixing Oil with Water: Framing and Theorizing in Management Research Informed by Design Science. Designs 2021, 5, 13 .
AMA StyleA. Romme, Dimo Dimov. Mixing Oil with Water: Framing and Theorizing in Management Research Informed by Design Science. Designs. 2021; 5 (1):13.
Chicago/Turabian StyleA. Romme; Dimo Dimov. 2021. "Mixing Oil with Water: Framing and Theorizing in Management Research Informed by Design Science." Designs 5, no. 1: 13.
The notion of hierarchy is widely used in many academic disciplines but is also rather ambiguous, because there are many ways to define it. In this review paper, I explore which notions of hierarchy are being used in the field of management and organization studies. Four distinct types of hierarchy are identified: a ladder of formal decision-making authority, a ladder of achieved status, a self-organized ladder of responsibility, and an ideology-based ladder. A social mechanism-based perspective serves to define and distinguish these four types. Subsequently, the typology is further developed by comparing the four hierarchy types in terms of their tacit/explicitness, (in)transitivity, and behavior- versus cognition-centeredness. This review paper contributes to the literature by dissecting the general metaphor of hierarchy into four different constructs and their social mechanisms, which serves to create a typology of the various ways in which hierarchy is being used in the domain of organization and management. This typology can inform future research drawing on any type of hierarchy, also in other domains.
A. Georges L. Romme. Ladders of Authority, Status, Responsibility and Ideology: Toward a Typology of Hierarchy. 2020, 1 .
AMA StyleA. Georges L. Romme. Ladders of Authority, Status, Responsibility and Ideology: Toward a Typology of Hierarchy. . 2020; ():1.
Chicago/Turabian StyleA. Georges L. Romme. 2020. "Ladders of Authority, Status, Responsibility and Ideology: Toward a Typology of Hierarchy." , no. : 1.
Transportation systems are transitioning to e-mobility, but scholars and policymakers are struggling to understand how to accomplish this transition effectively. In response, we draw on the technological innovation systems perspective and the unified theory of acceptance and use of technology to develop a theory-guided and entity-based simulation model to better understand, among others, electric vehicle (EV) adoption processes as a specific yet core element driving business innovation. By doing so, our model is among the first to capture and combine the macro-and micro-level interactions associated with the EV transition process. Our simulation results shed light on the impact of alternative innovation policies, notably by explaining relations between EV market dynamics and changes in e-mobility policies, such as EV-related subsidies and resource mobilization. As such, the simulation modeling approach adopted in this paper enables a more in-depth study of transition problems related to e-mobility. Notably, the resulting modular model can be adjusted to other e-mobility transition problems by changing the specified entities.
Mohammadreza Zolfagharian; Bob Walrave; A. Romme; Rob Raven. Toward the Dynamic Modeling of Transition Problems: The Case of Electric Mobility. Sustainability 2020, 13, 38 .
AMA StyleMohammadreza Zolfagharian, Bob Walrave, A. Romme, Rob Raven. Toward the Dynamic Modeling of Transition Problems: The Case of Electric Mobility. Sustainability. 2020; 13 (1):38.
Chicago/Turabian StyleMohammadreza Zolfagharian; Bob Walrave; A. Romme; Rob Raven. 2020. "Toward the Dynamic Modeling of Transition Problems: The Case of Electric Mobility." Sustainability 13, no. 1: 38.
A. Van Boxstael; L.L.J. Meijer; J.C.C.M. Huijben; A.G.L. Romme. Intermediating the energy transition across spatial boundaries: Cases of Sweden and Spain. Environmental Innovation and Societal Transitions 2020, 36, 466 -484.
AMA StyleA. Van Boxstael, L.L.J. Meijer, J.C.C.M. Huijben, A.G.L. Romme. Intermediating the energy transition across spatial boundaries: Cases of Sweden and Spain. Environmental Innovation and Societal Transitions. 2020; 36 ():466-484.
Chicago/Turabian StyleA. Van Boxstael; L.L.J. Meijer; J.C.C.M. Huijben; A.G.L. Romme. 2020. "Intermediating the energy transition across spatial boundaries: Cases of Sweden and Spain." Environmental Innovation and Societal Transitions 36, no. : 466-484.
The COVID-19 pandemic has triggered one of the deepest economic recessions in human history, largely as a result of the full lockdown strategy adopted by many national governments. This lockdown strategy was primarily motivated by the limited capacities of Intensive Care Units and a lack of medical staff and equipment. In this essay, I argue that the COVID crisis and the widely used lockdown response are socially constructed, which invites a public discourse on how we can design societal solutions that would prevent the need for an indiscriminate lockdown response to a future pandemic or any other similar crisis. One potential solution is further developed in this essay: the design of latent capabilities for responding to any future emergencies. These latent capabilities, embedded in many host organizations, can help in quickly resolve shortages in professional skills and resources, which are likely to occur in any future crisis. Here, the COVID-19 crisis provides a major learning opportunity, to be exploited as soon as possible.
A. Georges L. Romme. The Construction of the COVID-19 Pandemic: Designing Societal Solutions That Would Prevent a Full Lockdown. Journal of Public Administration and Governance 2020, 10, 1 -5.
AMA StyleA. Georges L. Romme. The Construction of the COVID-19 Pandemic: Designing Societal Solutions That Would Prevent a Full Lockdown. Journal of Public Administration and Governance. 2020; 10 (3):1-5.
Chicago/Turabian StyleA. Georges L. Romme. 2020. "The Construction of the COVID-19 Pandemic: Designing Societal Solutions That Would Prevent a Full Lockdown." Journal of Public Administration and Governance 10, no. 3: 1-5.
Cities increasingly have to find innovative ways to address challenges arising from climate change and urbanization. Nature-based solutions (NBS) have been gaining attention as multifunctional solutions that may help cities to address these challenges. However, the adoption and implementation of these solutions have been limited due to various barriers. This study aims to identify a taxonomy of dominant barriers to the uptake and implementation of NBS and their relationships. Fifteen barriers are identified from the literature and expert interviews and then ranked through a questionnaire. Interpretive Structural Modeling (ISM) serves to identify the mutual interdependencies among these barriers, which results in a structural model of six levels. Subsequently, Cross-impact matrix multiplication applied to classification (MICMAC analysis) is used to classify the barriers into four categories. The results suggest that political, institutional and knowledge-related barriers are the most dominant barriers to NBS. Cities that intend to apply NBS can draw on these findings, especially by more effectively prioritizing and managing their actions.
Shahryar Sarabi; Qi Han; A. Georges L. Romme; Bauke de Vries; Rianne Valkenburg; Elke Den Ouden. Uptake and implementation of Nature-Based Solutions: An analysis of barriers using Interpretive Structural Modeling. Journal of Environmental Management 2020, 270, 110749 .
AMA StyleShahryar Sarabi, Qi Han, A. Georges L. Romme, Bauke de Vries, Rianne Valkenburg, Elke Den Ouden. Uptake and implementation of Nature-Based Solutions: An analysis of barriers using Interpretive Structural Modeling. Journal of Environmental Management. 2020; 270 ():110749.
Chicago/Turabian StyleShahryar Sarabi; Qi Han; A. Georges L. Romme; Bauke de Vries; Rianne Valkenburg; Elke Den Ouden. 2020. "Uptake and implementation of Nature-Based Solutions: An analysis of barriers using Interpretive Structural Modeling." Journal of Environmental Management 270, no. : 110749.
Time and again, many organizations and their staff members must respond to unexpected catastrophes like hurricanes (e.g., Katrina), virus pandemics (e.g., COVID-19), or other major emergencies. As a result, some organizations allow their employees to respond to external emergencies by engaging in response actions for a limited time, like in the case of emergency response teams. The latter teams consist of employees that act as emergency response officers who can respond to floods, train crashes, or other emergencies. Emergency response teams constitute an example of so-called latent organizing (LO) in the preparation for and response to any (unpredictable) future emergency. While latent organizing is ubiquitous in a societal and professional sense, it has hardly been studied in the organization design literature. In this paper, we develop a research agenda for studying LO. LO serves to prepare for and respond to emergencies, but otherwise remains largely dormant and inactive. When it is inactive, host organizations use the LO’s human and other resources for their own gainful purposes. Resources for LO are thus organized in a quasi-permanent fashion, one that is rather latent until activated by an emergency. We further develop the construct of latency to explore how effective LO can be designed and facilitated. In addition, we develop a research agenda for future work in this area.
Paul C. Van Fenema; A. Georges L. Romme. Latent organizing for responding to emergencies: foundations for research. Journal of Organization Design 2020, 9, 1 -16.
AMA StylePaul C. Van Fenema, A. Georges L. Romme. Latent organizing for responding to emergencies: foundations for research. Journal of Organization Design. 2020; 9 (1):1-16.
Chicago/Turabian StylePaul C. Van Fenema; A. Georges L. Romme. 2020. "Latent organizing for responding to emergencies: foundations for research." Journal of Organization Design 9, no. 1: 1-16.
Floyd and Wooldridge have developed a widely used model regarding the middle managers’ contribution to strategic change, in which four strategic roles for middle managers are considered: championing, synthesizing, facilitating and implementing. Although there is an extensive body of knowledge about the roles and influence of middle managers in implementing strategy, insight in which roles are activated in continuous improvement (CI) initiatives is underdeveloped and highly dispersed. Therefore, in this study we seek to understand which middle management roles (i.e. championing, synthesizing, facilitating, implementing) contribute to accomplishing CI. To explore which of these roles are activated when middle managers are confronted with a CI initiative, we developed a scenario experiment. Our findings indicate that the implementing and synthesizing roles appear to be of key importance in the context of CI initiatives, while the facilitating and championing roles appear to be less relevant.
Freek J. A. Hermkens; A. Georges L. Romme; Sharon A. M. Dolmans. An Exploratory Study of Middle Manager’s Roles in Continuous Improvement. International Business Research 2020, 13, p9 .
AMA StyleFreek J. A. Hermkens, A. Georges L. Romme, Sharon A. M. Dolmans. An Exploratory Study of Middle Manager’s Roles in Continuous Improvement. International Business Research. 2020; 13 (5):p9.
Chicago/Turabian StyleFreek J. A. Hermkens; A. Georges L. Romme; Sharon A. M. Dolmans. 2020. "An Exploratory Study of Middle Manager’s Roles in Continuous Improvement." International Business Research 13, no. 5: p9.
There is increasing debate about the role that public policy research can play in identifying solutions to complex policy challenges. Most studies focus on describing and explaining how governance systems operate. However, some scholars argue that because current institutions are often not up to the task, researchers need to rethink this ‘bystander’ approach and engage in experimentation and interventions that can help to change and improve governance systems. This paper contributes to this discourse by developing a design science framework that integrates retrospective research (scientific validation) and prospective research (creative design). It illustrates the merits and challenges of doing this through two case studies in the Netherlands and concludes that a design science framework provides a way of integrating traditional validation-oriented research with intervention-oriented design approaches. We argue that working at the interface between them will create new opportunities for these complementary modes of public policy research to achieve impact.
A Georges L Romme; Albert Meijer. Applying design science in public policy and administration research. Policy & Politics 2020, 48, 149 -165.
AMA StyleA Georges L Romme, Albert Meijer. Applying design science in public policy and administration research. Policy & Politics. 2020; 48 (1):149-165.
Chicago/Turabian StyleA Georges L Romme; Albert Meijer. 2020. "Applying design science in public policy and administration research." Policy & Politics 48, no. 1: 149-165.
Duygu Keskin; Georges Romme. Mixing Oil with Water: How to Effectively Teach Design Science in Management Education? BAR - Brazilian Administration Review 2020, 17, 1 .
AMA StyleDuygu Keskin, Georges Romme. Mixing Oil with Water: How to Effectively Teach Design Science in Management Education? BAR - Brazilian Administration Review. 2020; 17 (1):1.
Chicago/Turabian StyleDuygu Keskin; Georges Romme. 2020. "Mixing Oil with Water: How to Effectively Teach Design Science in Management Education?" BAR - Brazilian Administration Review 17, no. 1: 1.
Journal of Anthropology and Archaeology is a peer-reviewed international journal, which publishes original papers promoting theoretical, methodological and empirical developments in the discipline of socio-cultural anthropology.
Freek Hermkens; A. Georges L. Romme. The Role of Middle Management in Continuous Improvement: The Bermuda Triangle of Leadership, Implementation and Behavioral Change. Journal of Management Policies and Practices 2020, 8, 1 .
AMA StyleFreek Hermkens, A. Georges L. Romme. The Role of Middle Management in Continuous Improvement: The Bermuda Triangle of Leadership, Implementation and Behavioral Change. Journal of Management Policies and Practices. 2020; 8 (1):1.
Chicago/Turabian StyleFreek Hermkens; A. Georges L. Romme. 2020. "The Role of Middle Management in Continuous Improvement: The Bermuda Triangle of Leadership, Implementation and Behavioral Change." Journal of Management Policies and Practices 8, no. 1: 1.
The notion of organizational hierarchy is disputed, also in view of the rise of new organizational forms claimed to have “hierarchies without bosses.” To better understand the contested nature of hierarchy, this essay provides a systemic perspective on organizational hierarchy defined as a sequence, or ladder, of accountability levels. I then argue this ladder can be used in a top-down manner (e.g., as a chain of command), but also in bottom-up ways (e.g., by employees taking charge of higher-level responsibilities). Subsequently, several propositions that may guide future work in this area are formulated, and the implications for organization design are fleshed out. Overall, the notion of hierarchy may become less contested by defining it as an accountability ladder which can be instantiated and used in highly different ways.
A. Georges L. Romme. Climbing up and down the hierarchy of accountability: implications for organization design. Journal of Organization Design 2019, 8, 1 -14.
AMA StyleA. Georges L. Romme. Climbing up and down the hierarchy of accountability: implications for organization design. Journal of Organization Design. 2019; 8 (1):1-14.
Chicago/Turabian StyleA. Georges L. Romme. 2019. "Climbing up and down the hierarchy of accountability: implications for organization design." Journal of Organization Design 8, no. 1: 1-14.
Georges Romme; Jennifer Van Den Berg; Pascale Le Blanc; Alex Alblas. Do Empowered Employees Boost Organizational Resilience? A Case Study in the Dutch Home Care Industry. Academy of Management Proceedings 2019, 2019, 1 .
AMA StyleGeorges Romme, Jennifer Van Den Berg, Pascale Le Blanc, Alex Alblas. Do Empowered Employees Boost Organizational Resilience? A Case Study in the Dutch Home Care Industry. Academy of Management Proceedings. 2019; 2019 (1):1.
Chicago/Turabian StyleGeorges Romme; Jennifer Van Den Berg; Pascale Le Blanc; Alex Alblas. 2019. "Do Empowered Employees Boost Organizational Resilience? A Case Study in the Dutch Home Care Industry." Academy of Management Proceedings 2019, no. 1: 1.
Madis Talmar; Bob Walrave; Rob Raven; Georges Romme. Intermediary role dynamics in system-level transitions: A case from energy transition. Academy of Management Proceedings 2019, 2019, 1 .
AMA StyleMadis Talmar, Bob Walrave, Rob Raven, Georges Romme. Intermediary role dynamics in system-level transitions: A case from energy transition. Academy of Management Proceedings. 2019; 2019 (1):1.
Chicago/Turabian StyleMadis Talmar; Bob Walrave; Rob Raven; Georges Romme. 2019. "Intermediary role dynamics in system-level transitions: A case from energy transition." Academy of Management Proceedings 2019, no. 1: 1.
Climate change and urbanization have resulted in several societal challenges for urban areas. Nature-based solutions (NBS) have been positioned as solutions for enhancing urban resilience in the face of these challenges. However, the body of conceptual and practical knowledge regarding NBS remains fragmented. This study addresses this gap by means of a systematic review of the literature, to define NBS as a theoretical concept; its broader significance with respect to societal challenges; the key stakeholders in NBS planning, implementation and management; and major barriers to and enablers of NBS uptake. The results of this review reveal that, despite a lack of consensus about the definition of NBS, there is a shared understanding that the NBS concept encompasses human and ecological benefits beyond the core objective of ecosystem conservation, restoration or enhancement. Significant barriers to and enablers of NBS are discussed, along with a proposed strategic planning framework for successful uptake of NBS.
Shahryar Ershad Sarabi; Qi Han; A. Georges L. Romme; Bauke De Vries; Laura Wendling. Key Enablers of and Barriers to the Uptake and Implementation of Nature-Based Solutions in Urban Settings: A Review. Resources 2019, 8, 121 .
AMA StyleShahryar Ershad Sarabi, Qi Han, A. Georges L. Romme, Bauke De Vries, Laura Wendling. Key Enablers of and Barriers to the Uptake and Implementation of Nature-Based Solutions in Urban Settings: A Review. Resources. 2019; 8 (3):121.
Chicago/Turabian StyleShahryar Ershad Sarabi; Qi Han; A. Georges L. Romme; Bauke De Vries; Laura Wendling. 2019. "Key Enablers of and Barriers to the Uptake and Implementation of Nature-Based Solutions in Urban Settings: A Review." Resources 8, no. 3: 121.
To enable the transition to renewable and sustainable energy systems, Small and Medium-sized Enterprises (SMEs) can successfully commercialize new technologies, yet doing so is highly challenging. Moreover, governmental policy makers tend to support measures for early-stage ventures or university spin-offs, based on the assumption that sustainable energy technologies primarily arise from early-stage technology development. Attention has recently been shifting to SMEs, which can help accelerate the energy transition. By combining a literature review with an explorative multiple case study of 20 SMEs in the Dutch sustainable energy sector, this article identified barriers and drivers for technology commercialization by SMEs. A country-specific barrier is the large consumption of natural gas by Dutch households, which strongly inhibits the successful scale-up of new technologies. The study found several managerial, financial, technological and policy-related barriers and drivers which affect technology commercialization of sustainable energy technologies by SMEs. These barriers and drivers were further assessed in an actor-based analysis, which suggests that the various barriers and drivers arise from the interactions between policy makers, industry partners and end-users. The paper also discusses the policy implications of the barriers and drivers identified, and outlines several challenges for future research.
L.L.J. Meijer; J.C.C.M. Huijben; A. van Boxstael; A.G.L. Romme. Barriers and drivers for technology commercialization by SMEs in the Dutch sustainable energy sector. Renewable and Sustainable Energy Reviews 2019, 112, 114 -126.
AMA StyleL.L.J. Meijer, J.C.C.M. Huijben, A. van Boxstael, A.G.L. Romme. Barriers and drivers for technology commercialization by SMEs in the Dutch sustainable energy sector. Renewable and Sustainable Energy Reviews. 2019; 112 ():114-126.
Chicago/Turabian StyleL.L.J. Meijer; J.C.C.M. Huijben; A. van Boxstael; A.G.L. Romme. 2019. "Barriers and drivers for technology commercialization by SMEs in the Dutch sustainable energy sector." Renewable and Sustainable Energy Reviews 112, no. : 114-126.
The domain of transition studies has been drawing more and more scholarly attention and, as a result, its body of knowledge is rapidly growing. This raises new challenges as well as opportunities, not the least regarding the methodological and philosophical underpinnings of research in this domain. In this respect, transition research, as a relatively young field of inquiry, has been little concerned with methodological investigation and reflection. We propose a framework that enables this reflection: the so-called ‘transition research onion’. Subsequently, we utilize this framework to systematically assess 217 peer-reviewed papers in the field of transition studies, to distill key methodological patterns and trends of the field. The findings suggest that the methodology of transition studies, in terms of depth and diversity, is underdeveloped. These insights serve to guide future research on transition processes.
Mohammadreza Zolfagharian; Bob Walrave; Rob Raven; A. Georges L. Romme. Studying transitions: Past, present, and future. Research Policy 2019, 48, 103788 .
AMA StyleMohammadreza Zolfagharian, Bob Walrave, Rob Raven, A. Georges L. Romme. Studying transitions: Past, present, and future. Research Policy. 2019; 48 (9):103788.
Chicago/Turabian StyleMohammadreza Zolfagharian; Bob Walrave; Rob Raven; A. Georges L. Romme. 2019. "Studying transitions: Past, present, and future." Research Policy 48, no. 9: 103788.