Abstract
This chapter revisits Friedmann (1966) as the significant contributor for connecting planning and innovation. Through the study of two municipalities, this chapter contributes to our understanding of innovative planning. Supported by the institutional logics perspective, this chapter seeks to explain variations in how municipalities translate the idea of innovation into the institutional planning system. We examined two municipalities with a common goal of innovation that chose different paths regarding allocative and innovative planning. The paths to an innovative planning process were developed through the value of co-creation. Managers at different levels developed their own understanding and translated it to their respective contexts. Their interpretation created the foundation for a replaced institutional logic with new practices, frames, and narratives referred to as transformative change.
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Notes
- 1.
R&D project: Employee-driven innovation in Norwegian municipalities. Funded by the regional research fund in Norway (RFF North and West). The four municipalities included represent mid-sized municipalities (20,000 inhabitants and approximately 200 employees in the organisation). In this chapter, I only refer to two municipalities in the study.
- 2.
Interviews: mayors and part-time politicians, managers at all levels in the municipality and front-line employees involved in projects. Some interviews were organised as group interviews.
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Holmen, A.K.T. (2020). Planning for Innovation as Innovative Planning?. In: Hagen, A., Higdem, U. (eds) Innovation in Public Planning. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-46136-2_11
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