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作者

来源

JOURNAL OF URBAN TECHNOLOGY,Vol.24,Issue4,P.51-72

语言

英文

关键字

Smart cities; governance; technology management; urban technology; innovation projects; upscaling; EXPLORATION; EXPLOITATION; AMBIDEXTERITY; MANAGEMENT; INNOVATION; ORGANIZATIONS; TRANSITIONS; PERFORMANCE; CAPABILITY; DILEMMA

作者单位

[van Winden, Willem] Amsterdam Univ Appl Sci, Urban Econ Innovat, Amsterdam, Netherlands. [van den Buuse, Daniel] Amsterdam Univ Appl Sci, Ctr Appl Res Econ & Management, Business & Econ Fac, Amsterdam, Netherlands. van Winden, W (reprint author), Amsterdam Univ Appl Sci, POB 1025,Room 07A08, NL-1000 DB Amsterdam, Netherlands. E-Mail: w.van.winden@hva.nl

摘要

In many cities, pilot projects are set up to test new technologies that help to address urban sustainability issues, improve the effectiveness of urban services, and enhance the quality of life of citizens. These projects, often labelled as smart city projects, are typically supported by municipalities, funded by subsidies, and run in partnerships. Many of the projects fade out after the pilot stage, and fail to generate scalable solutions that contribute to sustainable urban development. The lack of scaling is widely perceived as a major problem. In this paper, we analyze processes of upscaling, focusing on smart city pilot projects in which several partnerswith different missions, agendas, and incentivesjoin up. We start with a literature review, in which we identify three types of upscaling: roll-out, expansion, and replication, each with its own dynamics and degree of context sensitivity. The typology is further specified in relation to several conditions and requirements that can impact upscaling processes, and illustrated by a descriptive analysis of three smart city pilot projects developed in Amsterdam. The paper ends with conclusions and recommendations on pilot projects and partnership governance, and adds new perspectives on the debate regarding upscaling.