Key aspects of building retrofitting: Strategizing sustainable cities.

Many cities are making efforts to develop an urban transformation strategy in order to transition from traditional cities to sustainable ones. Improving the energy efficiency of buildings, especially existing ones, is key to combating climate change. This paper uses a business perspective to analyze and compare three major retrofitting interventions under implementation in three different European cities, Nantes, Hamburg and Helsinki, to capture the principal needs and challenges and to identify governance recommendations for local authorities on building retrofitting replication and scale-up strategies. The authors analyze the municipal business models of residential building retrofitting interventions, which are very different from those of private companies, through two innovative business tools: the Value Creation Ecosystem (VCE) and the City Model Canvas (CMC). Sustainable development in terms of social inclusion, environmental protection and financial viability is the principal axis of the study. The bottleneck for residential building retrofitting is owner engagement, due to the high up-front cost. The analysis of the three cities' business models has shown interesting ideas for promoting this type of interventions. The development of a costumer customer interface lead by the municipality; the offering of funding schemes, the promotion of risk-sharing schemes and guaranteed saving, through the implementation of EPC, and the owners' involvement in co-creation strategies using 4 P approaches could all help city governments to increase the ratio of owners willing to participate. These results and the discussion will help public managers to prepare their cities' strategies in terms of business models when they try to implement building retrofitting projects.

Reframing the science and policy of nicotine, illegal drugs and alcohol - conclusions of the ALICE RAP Project.

In 2013, illegal drug use was responsible for 1.8% of years of life lost in the European Union, alcohol was responsible for 8.2% and tobacco for 18.2%, imposing economic burdens in excess of 2.5% of GDP. No single European country has optimal governance structures for reducing the harm done by nicotine, illegal drugs and alcohol, and existing ones are poorly designed, fragmented, and sometimes cause harm. Reporting the main science and policy conclusions of a transdisciplinary five-year analysis of the place of addictions in Europe, researchers from 67 scientific institutions addressed these problems by reframing an understanding of addictions.  A new paradigm needs to account for evolutionary evidence which suggests that humans are biologically predisposed to seek out drugs, and that, today, individuals face availability of high drug doses, consequently increasing the risk of harm.  New definitions need to acknowledge that the defining element of addictive drugs is 'heavy use over time', a concept that could replace the diagnostic artefact captured by the clinical term 'substance use disorder', thus opening the door for new substances to be considered such as sugar. Tools of quantitative risk assessment that recognize drugs as toxins could be further deployed to assess regulatory approaches to reducing harm. Re-designed governance of drugs requires embedding policy within a comprehensive societal well-being frame that encompasses a range of domains of well-being, including quality of life, material living conditions and sustainability over time; such a frame adds arguments to the inappropriateness of policies that criminalize individuals for using drugs and that continue to categorize certain drugs as illegal. A health footprint, modelled on the carbon footprint, and using quantitative measures such as years of life lost due to death or disability, could serve as the accountability tool that apportions responsibility for who and what causes drug-related harm.

DETERMINANTS OF NETWORK OUTCOMES: THE IMPACT OF MANAGEMENT STRATEGIES.

The literature on network management is extensive. However, it generally explores network structures, neglecting the impact of management strategies. In this article we assess the effect of management strategies on network outcomes, providing empirical evidence from 119 urban revitalization networks. We go beyond current work by testing a path model for the determinants of network outcomes and considering the interactions between the constructs: management strategies, trust, complexity, and facilitative leadership. Our results suggest that management strategies have a strong effect on network outcomes and that they enhance the level of trust. We also found that facilitative leadership has a positive impact on network management as well as on trust in the network. Our findings also show that complexity has a negative impact on trust. A key finding of our research is that managers may wield more influence on network dynamics than previously theorized.

La generación de innovación a través de la colaboración público-privada / The creation of innovation through public-private collaboration

En este artículo se desarrolla la idea de cómo las distintas opciones colaborativas público-privadas implementadas por las organizaciones afectan a la generación de innovación a través de un estudio de caso: el del Banco de Sangre y Tejidos. Los datos se obtuvieron mediante entrevistas en profundidad y semiestructuradas a todo el equipo directivo de la organización analizada. Se codificaron las entrevistas y se realizó un análisis de contenidos. Esta información se trianguló con la revisión de documentos internos de la organización. Este artículo contribuye a generar conocimiento sobre la gestión de la innovación en colaboraciones público-privadas en salud identificando la existencia de distintas opciones en una organización para desarrollar innovación colaborativa entre los sectores público y privado: contratación, partenariados público-privados contractuales y partenariados institucionalizados. Se constata que la generación de innovación está directamente relacionada con el acuerdo institucional escogido para desarrollar cada proyecto, de modo que determinadas innovaciones no son posibles sin un grado elevado de madurez en la colaboración interorganizativa. Sin embargo, también cabe destacar que, a medida que la intensidad de la colaboración se incrementa, los costes también, y el control del proceso disminuye (AU)

This article develops the notion of how different options of public-private collaborations implemented by organizations affect the creation of innovation through a case study: the Blood and Tissue Bank. Data were obtained through in-depth semi-structured interviews with the entire managerial team of the organization under analysis. We coded the interviews, and implemented content analysis. These data were triangulated with the analysis of the organization's internal documents. This article contributes to the understanding of innovation management in public-private collaborations in health professions by identifying the existence of different options in an organization to develop collaborative innovation among the public and the private sectors: contracts, contractual public-private partnership, and institutionalised public-private partnership. We observed that the creation of innovation is directly related to the institutional arrangement chosen to develop each project. Thus, certain innovations are unfeasible without a high degree of maturity in the interorganizational collaboration. However, it is also noteworthy that as the intensity of the collaboration increases, so do costs, and control over the process decreases (AU)

The creation of innovation through public-private collaboration.

This article develops the notion of how different options of public-private collaborations implemented by organizations affect the creation of innovation through a case study: the Blood and Tissue Bank. Data were obtained through in-depth semi-structured interviews with the entire managerial team of the organization under analysis. We coded the interviews, and implemented content analysis. These data were triangulated with the analysis of the organization's internal documents. This article contributes to the understanding of innovation management in public-private collaborations in health professions by identifying the existence of different options in an organization to develop collaborative innovation among the public and the private sectors: contracts, contractual public-private partnership, and institutionalised public-private partnership. We observed that the creation of innovation is directly related to the institutional arrangement chosen to develop each project. Thus, certain innovations are unfeasible without a high degree of maturity in the interorganizational collaboration. However, it is also noteworthy that as the intensity of the collaboration increases, so do costs, and control over the process decreases.