Abstract

‘Impact’ has become one of the key issues on European research agenda. For Europe, the quality of the research is determined by its potential tot support the solution of societal challenges. This development underpins the movement of knowledge institutions to participate more actively in society. However, the development of ownership by knowledge institutions in societal issues, puts their research practices under strain. In The Netherlands, the Universities of Applied Science (UAS) have taken up the challenge to embed knowlege development in so-called innovation eco systems, with the aim to increase the reach of innovations among stakeholders. Or, in order words, to foster impact.
The strategy to stimulate the uptake of knowledge is usually addressed in the impact section of a research proposal. In recent years, useful methods have been developed to design an impact plan. However, how useful an early and thorough reflection on impact pathways may be, such an systemic approach enacts a way of thinking an acting in which impact can be managed in a research project. Mostly, the structural opportunities and impediments to make impact are outside the reach of research projects. The scope of a research project often does not meet the required period, the necessary regulations, the needed resources, and the motivations and abilities of stakeholders to take up the developed knowledge and innovations. This paper investigates the role of the UAS Windesheim. For almost a decade, this knowledge institution has contributed to the growth and functioning of an innovation ecosystem, as an receptive environment for SME’s. In this environment SME’s are enabled to develop their business models in order to cope with the transitions in energy, circularity and digitalization. The SME’s ability to cope with these structural and invasive changes in the near future and to re-invent their business models, is a necessary pre-condition for research proposals on energy, circularity and digitalization to have impact. However, the adaptability of SME’s is outside the zone of control of the UAS Windesheim.
The paper starts with a conceptual model of an innovation eco system, and in this way sets up a framework to describe the case of UAS Windesheim. The case study shows how the knowledge institution has contributed to a supportive context for SMEs to adapt. More specifically, the paper addresses its activities, its positioning with regard to other stakeholders, and the strategies adopted. Subsequently, the paper discusses the activities undertaken and reflects on the potential roles for research support staff to contribute to the quality of receptibility of the context for research proposals to make impact.