Governance of projects is a dynamic process that involves the interaction of agents, opportunities, rules, instruments and legitimacy. The authors conducted a case study of the governance of exploratory projects in public procurement of innovation in a local government. The authors consider both contextual aspects that impose requirements on the procurement process and procedural aspects of how the different actors interact with each other. In particular, the purpose of this study is to investigate how actors make sense of the projects and how governance evolves over their lifetime.,To engage in an open-system investigation of exploratory public procurement of innovation (PPI) projects, the authors adopted a case study approach in which they collected a variety of data including publicly available documentary evidence, interviews with project participants and project evaluation reports. The authors used transcripts of 17 interviews with project participants conducted independently to gain an initial understanding of the case. They conducted additional semi-structured interviews with projects’ participants (ten interviews in total) and used theory-driven analysis (Pawson and Tilley, 1997) based on Borras and Edler’s (2014) model of governance.,The authors identified four stages – problem identification, partner selection, partnership development and evaluation and commercialization – these projects. The case demonstrates how governance changes in each stage and at the three levels of policy, network and projects. Each level has its own governance pillar. The results suggest that a multi-level perspective (MLP) can be a fruitful framework to study governance of projects in these contexts.,The authors note that the number of participants in the network of this case is not very large. Other organizations that aim to adopt PPI may need to pay attention to the complementarity and the number of partners in the network. In this case, organizations were motivated to collaborate as each had its own objectives which were distinct but complementary.,Co-creation of value is currently a topic of interest for public policy reform across the globe. The case indicates that procurement for innovation requires a degree of coordinated change across governmental departments, such as planning, legal and procurement to implement the policy and related support systems. Furthermore, the authors observed that a portfolio approach to inter-organizational collaboration with different partners was effective. Each partner has its own objective, but they complement one another. A portfolio of different, though complementary, inter-organizational arrangements enables various complementary instruments and various logics to be used.,The public sector is an important actor in driving innovation in products and services that fulfill societal needs. This is explored in public procurement of innovation. In this process, several partners from private and public sectors are involved. This partnership is mainly used to co-create the value and encourage innovation to benefit the citizens. However, to serve this goal, the case indicates that procurement for innovation requires a degree of coordinated change across governmental departments, such as planning, legal and procurement to implement the policy and related support systems. For this phenomenon MLP should be used as an inclusive framework to study socio-technical change.,The analysis of the case presented in this study demonstrates that even in the case of temporary public procurement of innovation projects, governance is layered. The three pillars of governance not only interact at each layer but also communicate across layers. Even though the interaction of the three pillars of governance is well established in the literature on socio-technical change, the interaction across levels in the context of temporary projects is novel. The authors contribute to the literature on governance of such projects by highlighting the stratification of governance.

中文翻译：

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公共采购创新中的项目治理具有多层次视角

项目治理是一个动态过程，涉及代理，机会，规则，工具和合法性的相互作用。作者对地方政府公共采购创新中的探索性项目的治理进行了案例研究。作者既考虑了对采购过程提出要求的上下文方面，又考虑了不同参与者之间如何相互作用的程序方面。特别是，本研究的目的是调查参与者如何理解项目以及治理在其整个生命周期中如何演变。为了参与创新性探索性公共采购（PPI）项目的开放系统调查，作者采用了案例研究方法，他们收集了各种数据，包括公开可用的文件证据，项目参与者访谈和项目评估报告。作者使用了与项目参与者独立进行的17次访谈的笔录，以初步了解此案。他们对项目参与者进行了额外的半结构化访谈（总共十次访谈），并基于Borras和Edler（2014年）的治理模型使用了理论驱动的分析（Pawson和Tilley，1997年）。作者确定了四个阶段-问题识别，合作伙伴选择，合作伙伴发展以及评估和商业化–这些项目。该案例说明了治理在每个阶段以及在政策，网络和项目的三个层次上如何变化。每个级别都有其自己的治理支柱。结果表明，多层次观点（MLP）可以成为研究这些背景下项目治理的有效框架。作者指出，这种情况下网络参与者的数量不是很大。旨在采用PPI的其他组织可能需要注意网络中合作伙伴的互补性和数量。在这种情况下，组织被激励进行协作，因为每个组织都有其自己的目标，这些目标是独特的但又是互补的。价值共同创造目前是全球公共政策改革的关注主题。该案例表明，创新采购需要政府部门之间一定程度的协调变化，例如计划，法律和采购，以实施政策和相关支持系统。此外，作者观察到，采用组合方式与不同合作伙伴进行组织间合作是有效的。每个伙伴都有自己的目标，但又可以相互补充。不同但相互补充的组织间安排的组合可以使用各种补充工具和各种逻辑。公共部门是推动满足社会需求的产品和服务创新的重要参与者。在公共创新采购中对此进行了探索。在此过程中，来自私营和公共部门的几个合作伙伴参与其中。这种伙伴关系主要用于共同创造价值并鼓励创新使公民受益。但是，为了实现这一目标，该案例表明创新的采购需要政府部门之间一定程度的协调一致的变革，例如计划，法律和采购以实施政策和相关支持系统。对于这种现象，应该将MLP用作研究社会技术变革的包容性框架。对本研究中案例的分析表明，即使在创新项目的临时公共采购中，治理也是分层的。治理的三个支柱不仅在每一层相互作用，而且在各层之间进行交流。尽管在社会技术变革的文献中已经很好地确立了治理的三个支柱之间的相互作用，但在临时项目的背景下，各个层面的相互作用仍然是新颖的。作者通过强调治理的分层为有关此类项目的治理的文献做出了贡献。法律和采购以实施政策和相关支持系统。对于这种现象，应该将MLP用作研究社会技术变革的包容性框架。对本研究中案例的分析表明，即使在创新项目的临时公共采购中，治理也是分层的。治理的三个支柱不仅在每一层相互作用，而且在各层之间进行交流。尽管在社会技术变革的文献中已经很好地确立了治理的三个支柱之间的相互作用，但在临时项目的背景下，各个层面的相互作用仍然是新颖的。作者通过强调治理的分层为有关此类项目的治理的文献做出了贡献。法律和采购以实施政策和相关支持系统。对于这种现象，应该将MLP用作研究社会技术变革的包容性框架。对本研究中案例的分析表明，即使在创新项目的临时公共采购中，治理也是分层的。治理的三个支柱不仅在每一层相互作用，而且在各层之间进行交流。尽管在社会技术变革的文献中已经很好地确立了治理的三个支柱之间的相互作用，但在临时项目的背景下，各个层面的相互作用仍然是新颖的。作者通过强调治理的分层为有关此类项目的治理的文献做出了贡献。对于这种现象，应该将MLP用作研究社会技术变革的包容性框架。对本研究中案例的分析表明，即使在创新项目的临时公共采购中，治理也是分层的。治理的三个支柱不仅在每一层相互作用，而且在各层之间进行交流。尽管在社会技术变革的文献中已经很好地确立了治理的三个支柱之间的相互作用，但在临时项目的背景下，各个层面的相互作用仍然是新颖的。作者通过强调治理的分层为有关此类项目的治理的文献做出了贡献。对于这种现象，应该将MLP用作研究社会技术变革的包容性框架。对本研究中案例的分析表明，即使在创新项目的临时公共采购中，治理也是分层的。治理的三个支柱不仅在每一层相互作用，而且在各层之间进行交流。尽管在社会技术变革的文献中已经很好地确立了治理的三个支柱之间的相互作用，但在临时项目的背景下，各个层面的相互作用仍然是新颖的。作者通过强调治理的分层为有关此类项目的治理的文献做出了贡献。治理是分层的。治理的三个支柱不仅在每一层相互作用，而且在各层之间进行交流。尽管在社会技术变革的文献中已经很好地确立了治理的三个支柱之间的相互作用，但在临时项目的背景下，各个层面的相互作用仍然是新颖的。作者通过强调治理的分层为有关此类项目的治理的文献做出了贡献。治理是分层的。治理的三个支柱不仅在每一层相互作用，而且在各层之间进行交流。尽管在社会技术变革的文献中已经很好地确立了治理的三个支柱之间的相互作用，但在临时项目的背景下，各个层面的相互作用仍然是新颖的。作者通过强调治理的分层为有关此类项目的治理的文献做出了贡献。