Pluralism or State Autonomy? The Case of Amnesty International (British Section): the Insider/Outsider Group

This paper presents a case study of Amnesty International's relationship with the British Government. It demonstrates that Amnesty has a close working relationship with the Foreign Office over human rights violations abroad but is excluded from policy formation with regard to human rights in Britain. The differential treatment accorded to this legitimate group within different policy networks is discussed with regard to pluralist and state autonomy theories. It concludes that present accounts of pluralism cannot be empirically differentiated from reasonable theories of state autonomy.     

The Victim as Policy Agent? Exploring a Single Case from Denmark

European Journal on Criminal Policy and Research - Criminal policy processes often appear abstract and illusive, but sometimes a single criminal incident causes traceable policy impact. This...     

Business model–dynamic capabilities and open innovation initiatives in research-intensive organisations: A case of Australia's national science agency

Publicly funded national science agencies create value as innovation catalysts and through their scientific and research missions, they tackle wicked problems. Understanding how dynamic capabilities and business model innovation enable research-intensive organisations to seize the market in the mission is key to translating bold new science that has impact. We qualitatively explore how Australia's national science agency—the Commonwealth Scientific Industrial Research Organisation (CSIRO)—has pursued open innovation to support business model–dynamic capabilities in an evolving publicly funded landscape. We reflect on the value of open innovation initiatives that have allowed the CSIRO to ambidextrously pursue world-class science while achieving impact.

Points for practitioners

• Dynamic capabilities and business model innovation are strategic tools for publicly funded national science agencies seeking to seize the market in the mission.
• We examine a case of business model–dynamic capabilities in CSIRO.
• Open innovation has been important for CSIRO as part of an ambidextrous approach.