How to accelerate the design and development of low carbon technologies? Mari Ratinen Doctoral student Department of Management and Organisation Swedish School of Economics and Business Administration P.O. Box 479 00101 Helsinki, Finland Tel. +358 (0)9 431331 Fax. +358 (0)9 4313 3275 Email: mari.ratinen@hanken.fi Influence of societal context on development of low carbon technologies. The common perception is that innovations improve competitive success; increase market share or revenue. Development of innovation is assumed to be rational, purposeful and systematic (Drucker, 1985) and it is assumed to progress in a pre-conceived pattern (Van de Ven, 1986). The environmental management literature has emphasised ethos, ecology and market forces as drivers for innovations (see, e.g. Porter & Linde, 1995). In this paper the process of innovation is assumed to be societally embedded. Subsequently, companies participate in the process of innovation as parts of societies in which they operate, i.e. they are embedded in the societal rationality (Granovetter, 1985; Whittington, 1993). The purpose of this paper is to analyse how societal context influences the process of innovations. The focus is on energy innovations to reduce carbon dioxide emissions. These kinds of innovations are particularly interesting, as they comprise a society, social reality, businesses, the environment, technology and sustainable development, and the apparent contradictions and tensions that exist between them. To analyse the influence of societal context in the process of innovations this paper combines a dynamic approach to culture with actor-network theory. According to Wright (1998) a culture is a static unit but a dynamic entity that consists of groups of people who contest over societal meaning-making of key terms and concepts. According to actor-network theory innovations are results of social processes where networks of actors develop innovations in context and according to their interests (Latour, 1993; Law, 1992). Based on these theories, this paper proposes a classification for analysing the end results of the processes of innovations. According to actor-network theory an innovation is either successful or unsuccessful. According to the dynamic theory of culture a change in meanings is required to produce a change in a society. The effect of innovations on the societal meanings is estimated along a continuum of meaningless – considerable. By combining these possible results an innovation can be producing more of the same (successful innovation with meaningless effects on societal meanings), reproducing something new (successful innovation with considerable effects on societal meanings), an unused innovation (unsuccessful innovation with meaningless effects on societal meanings) or a lost cause (unsuccessful innovation with considerable effects on societal meanings). A case study of development of energy innovations in Finland This paper presents a qualitative case study of energy innovations in Finland. The research material is collected from interviews and from research reports and other written materials. Finland was chosen for this case study as it is considered to be good representations of the Nordic type of problem defining and policymaking, which differs quite considerably from the Anglo-American one, that tend to dominate the mains stream innovation literature (Byrkeflot, 2003; Touraine, 1987). Though considerable investments are made for technology development In Finland, it would appear that dominant groups support “more of the same“ innovations and renewable energy technologies are “lost causes”. References Byrkeflot, H. (2003). Nordic management: From functional socialism to shareholder value? In B. Czarniawska & G. Sevón (Ed.) The Northern Lights – Organisation theory in Scandinavia. Trelleborg, Liber Ab. Drucker, P. (1985). The discipline of innovation, Harvard Business Review, 63(3), 67-72. Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481-510. Latour, B. (1993). On technical mediation. Institute of Economic Research, School Of Economics and Management. Working paper series 1993/9. Lund: Lund University. Law, J. (1992). Notes on the theory of actor network: Ordering, strategy and heterogenity. Systems Practice, 5(4), 379-393. Porter, M., & Linde, C. (1995). Green and competitive: Ending the stalemate. Harvard Business Review, 73(5), 120-134. Touraine, (1987). Social movements: Participation and protests. Scandinavia Political Studies, 10(3), 207-222. Van de Ven, A. (1986). Central problems in the management of innovations. Management Science, 32(5), 590607. Whittington, R. (1993). What is strategy and does it matter? Guildford and King’s Lynn: Routledge. Wright, S. (1998). The politicization of 'culture'. Anthropology Today, 14(1), 7-15.