@article{kubera2021challenges,
  title = {The Challenges in the Evaluation of Behavioural Additionality of Innovation Policy},
  author = {Paulina Kubera},
  year = 2021,
  url = {https://ibimapublishing.com/articles/JOMS/2021/816347/},
  journal = {Journal of Organizational Management Studies},
  volume = 2021,
  pages = 11,
  doi = 10.5171/2021.816347,
  abstract = {Measuring average impacts of public interventions, which is a dominant approach in the evaluation of public programmes has little to offer to inform policy making. The ultimate goal of innovation policy is not the numbers of patents obtained or applied neither employment growth in the supported firms in terms of R&D personnel, although they can be important factors influencing the success of the firm’s innovative activity. Innovation policy is about changing the behaviour of supported firms. To innovate means to implement novel ideas in practice to be more efficient and effective in pursuing one’s goals. To this end, firms have to learn, recombine skills, processes and human abilities and thereby develop new organizational capabilities. This article offers a common reference frame for evaluation of behavioural additionality. of innovation policy instruments at the firm’s level that incorporates the element of persistency of the changes induced, what is vital from the public policy perspective. In pursuit of this aim, three research questions have been formulated: How behavioural additionality is conceptualised in extant literature? What are the major obstacles in assessing behavioural additionality effect of public interventions? And how these problems can be overcome? Based on the literature review and evaluation practice, it can be argued that the term ‘behavioural additionality’ suffers from conceptual confusion and terminological ambiguity. Two major hindrances can be identified that impede the behavioural additionality research. The first is the confusion between the potential and actual behaviour. The second is called ‘project fallacy’ and entails the problem with causal explanation. To remedy these problems – the conceptualisation of behavioural additionality as changes in organisational routines/capabilities are suggested as well as process tracing and contribution analysis that are grounded in generative causality.},
  keywords = {Evaluation, Behavioural Additionality, Organisational Behaviour, Organisational Routines},
  note = Article ID: 816347
}