Crisis Driven Innovation: the case of humanitarian innovation

John Bessant, Howard Rush, Anna Trifilova

Research output: Contribution to journalArticle

Abstract

Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organize to enable innovation and what are the roles for key actors – donors, agencies, and most importantly ‘users’? Our paper summarizes the nature of the challenge and reviews experience so far in humanitarian innovation (HI). There is a second issue which we also explore. Arguably crisis conditions provide a ‘laboratory’ for exploring alternative approaches and generating novel innovation trajectories which might diffuse more widely – the concept of ‘reverse innovation’. Are there lessons which could be learned for mainstream innovation management? And if so, what are the mechanisms which might enable such learning and experience exchange to take place?
Original languageEnglish
JournalInternational Journal of Innovation Management
Volume19
Issue number6
DOIs
Publication statusPublished - 15 Dec 2015

Fingerprint

Innovation
Innovation management
Workers
Disaster
Trajectory
Problem solving

Bibliographical note

Electronic version of an article published as Int. J. Innov. Mgt. 19, 1540014 (2015) doi: 10.1142/S1363919615400149 © copyright World Scientific Publishing Company http://www.worldscientific.com/doi/abs/10.1142/S1363919615400149

Keywords

  • Humanitarian innovation
  • crisis-driven innovation
  • reverse innovation

Cite this

Bessant, John ; Rush, Howard ; Trifilova, Anna. / Crisis Driven Innovation: the case of humanitarian innovation. In: International Journal of Innovation Management. 2015 ; Vol. 19, No. 6.
@article{466b74875e494b18b850a943aeef5d85,
title = "Crisis Driven Innovation: the case of humanitarian innovation",
abstract = "Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organize to enable innovation and what are the roles for key actors – donors, agencies, and most importantly ‘users’? Our paper summarizes the nature of the challenge and reviews experience so far in humanitarian innovation (HI). There is a second issue which we also explore. Arguably crisis conditions provide a ‘laboratory’ for exploring alternative approaches and generating novel innovation trajectories which might diffuse more widely – the concept of ‘reverse innovation’. Are there lessons which could be learned for mainstream innovation management? And if so, what are the mechanisms which might enable such learning and experience exchange to take place?",
keywords = "Humanitarian innovation, crisis-driven innovation, reverse innovation",
author = "John Bessant and Howard Rush and Anna Trifilova",
note = "Electronic version of an article published as Int. J. Innov. Mgt. 19, 1540014 (2015) doi: 10.1142/S1363919615400149 {\circledC} copyright World Scientific Publishing Company http://www.worldscientific.com/doi/abs/10.1142/S1363919615400149",
year = "2015",
month = "12",
day = "15",
doi = "10.1142/S1363919615400149",
language = "English",
volume = "19",
journal = "International Journal of Innovation Management",
issn = "1363-9196",
number = "6",

}

Crisis Driven Innovation: the case of humanitarian innovation. / Bessant, John; Rush, Howard; Trifilova, Anna.

In: International Journal of Innovation Management, Vol. 19, No. 6, 15.12.2015.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Crisis Driven Innovation: the case of humanitarian innovation

AU - Bessant, John

AU - Rush, Howard

AU - Trifilova, Anna

N1 - Electronic version of an article published as Int. J. Innov. Mgt. 19, 1540014 (2015) doi: 10.1142/S1363919615400149 © copyright World Scientific Publishing Company http://www.worldscientific.com/doi/abs/10.1142/S1363919615400149

PY - 2015/12/15

Y1 - 2015/12/15

N2 - Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organize to enable innovation and what are the roles for key actors – donors, agencies, and most importantly ‘users’? Our paper summarizes the nature of the challenge and reviews experience so far in humanitarian innovation (HI). There is a second issue which we also explore. Arguably crisis conditions provide a ‘laboratory’ for exploring alternative approaches and generating novel innovation trajectories which might diffuse more widely – the concept of ‘reverse innovation’. Are there lessons which could be learned for mainstream innovation management? And if so, what are the mechanisms which might enable such learning and experience exchange to take place?

AB - Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organize to enable innovation and what are the roles for key actors – donors, agencies, and most importantly ‘users’? Our paper summarizes the nature of the challenge and reviews experience so far in humanitarian innovation (HI). There is a second issue which we also explore. Arguably crisis conditions provide a ‘laboratory’ for exploring alternative approaches and generating novel innovation trajectories which might diffuse more widely – the concept of ‘reverse innovation’. Are there lessons which could be learned for mainstream innovation management? And if so, what are the mechanisms which might enable such learning and experience exchange to take place?

KW - Humanitarian innovation

KW - crisis-driven innovation

KW - reverse innovation

U2 - 10.1142/S1363919615400149

DO - 10.1142/S1363919615400149

M3 - Article

VL - 19

JO - International Journal of Innovation Management

JF - International Journal of Innovation Management

SN - 1363-9196

IS - 6

ER -