A Problem Structuring Method for Innovation Strategy: A Tentative DPSIR Approach
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Communication which is a main function which
demands simplicity. Indicators within system always
tend to simplify the complex reality for measurement and
facilitating information exchange. But is it over
simplification that some important factors or participants
will be ignore or omit? Thus researches should pay great
attention to the extent of simplification. Serve particular
interests to make an acceptable decision or involve wider
group in policy development? The major objective
decides the level of simplicity .
B. Deal with uncertainty
PSMs can be viewed as heuristic devices to facilitate
engagement, communication and knowledge inspiration.
DPSIR in particular, aims to develop a framework to
represent a shared understanding of reality. The contr-
oversial or even competing perspectives of stakeholders
will be accommodated in the process of model building.
The uncertainty and complexity will be downplayed by
DPSIR framework [4].
C. The resilience
Resilience is measured by the magnitu de of turbulen ce
that can be absorbed before the system changes its
structure[5]. PSMs are unformulated frameworks with
dynamic changes under different context. Their great
resilience to changes comes from the general inclusion of
multiple attitudes, and value delivery across various
groups of stakeholders.
D. The ability of re-balancing
PSMs pay a higher degree of focus on the ability of
re-balancing. Ackermann (2012) highlights that PSMs
should respect not only who to involve but also who to
manage when considering outcomes [6]. The framework
offers a systematic communication that multiple value
claims would be considered by the participants in
balance. But this is not imposed on the participants but
comes from their own understanding and discourse.
3. DPSIR as a PSMs for Innovation Strategy
3.1. DPSIR Background
The DPSIR framework was developed by the European
Environmental Agency and acts as a form of typology to
help policy-makers grab the relevance and meaning of
the indicators [7]. Constructing a preliminary conceptual
model, DPSIR can be used as a means for structuring and
analyzing, even a model for decision support [8].
3.2. Indicators Definition
DPSIR consists of five pre-determined indicators –
Driving forces, Pressures, State changes, Impacts and
Responses. Each indicator is used to measure some fea-
ture of the context which is important to the participants.
Driving forces – The driver s come f rom ch anges in
economic and social development. The essential to find
out the driving forces is to encourage participants to ex-
press how changes happened in their context.
Pressures – Each of Drivers exert potential Pres-
sure on the system. Pressures on the system can be lo-
cally/regionally/internationally endogenic pressures or
exogenic pressures. In terms of innovation strategy de-
velopment, the pressure is mostly exogenic because the
complex dynamics of reality.
State changes – State of the external reality
changes in the background status.
Impacts – State changes lead to actual or potential
Impacts on society, namely welfare changes. The under-
standing of socio-economic drivers or pressures should
be broadened and pay adequate attention not only to the
state of background, but also to the state of social mat-
ters.
Responses – Societal Responses feed back on the
Driving forces and Pressures through adaptation or dis-
ruptive action. They come from the requirement to miti-
gate or overcome the problems created by State changes
or Impacts.
Smeets and Weterings(1999) [7]point out three major
purpose of indicators in terms of problem structuring:
1) To supply information on problems, in order to en-
able players to weigh pros and cons;
2) To support strategy development by identifying key
factors that cause pressure on the external environment;
3) To monitor the effects of responses.
3.3. Objectives of Innovation Strategy
As the global economy’s center of gravity shifts, the
emerging countries have been the world’s fastest-grow-
ing economies while the advanced countries slow their
tempo of growth with the risk of sinking into a prolonged
slump. Responsible for this trend are socio-demographic
changes, the search for differentiation in saturated mar-
kets, shifts in purchasing power, the internationalization
of markets and product development, and the trend to-
wards diversification. Accordingly, the objectives of
global innovation strategy should be accessibility, ac-
ceptability, affordab ility and sustainability (Table 1).
Table 1. Objectives of innovation strategy.
ObjectivesKey point Issues to tackle
Accessibility Redefine how products
distribute and sell
Tackle the issues of market
fragmentation to reach a wide
range of consumers
AcceptabilitySocially desirable Create and deliver value to
tackle the issue of demand
heterogeneity
Affordability High
price-performance ratio
Use feasible technology and
control at a reasonable cost to
fulfill unmet demands
Sustainabilityenvironment-friendly Maintain a balanced and
long-lasting development [9]
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