Implementing Innovation

Reviews / Votes

"Implementing Innovation brings a fresh perspective to a long-standing debate in the environmental policy field about how best to foster creative, collaborative approaches to environmental protection. Because of its careful attention to detail, vibrant case studies, and an accessible conceptual framework, students and practitioners alike will find this book a very worthwhile read."-Denise L. Scheberle, Herbert Fisk Johnson Professor in Environmental Studies and chair, Department of Public and Environmental Affairs, University of Wisconsin-Green Bay "A wonderfully practical, thoroughly analyzed, and simply written and presented story that anyone wanting to improve environmental practice should read with interest and care."-Garry Brewer, Frederick K. Weyerhaeuser Professor of Resource Policy and Management, School of Management, Yale University "Using institutional analysis to great advantage, Steelman deftly brings her recognized expertise in environmental issues to a more generalized appreciation of how public policies are articulated and executed. In doing so, she has appealed to both the public policy and public management communities."-Peter deLeon, professor of public policy, School of Public Administration, University of Colorado Denver "Steelman takes us to the next level in the study of innovative environmental practices. We know much about the promise of innovation, the barriers to innovation, and increasingly the performance of innovative practices. Steelman convincingly argues that we must now address the long-term sustainability of innovations. This book provides a clever yet simple way for academics and practitioners to think about the crucial role of institutions in sustaining innovative practices for managing natural resources and the environment."-Craig Thomas, associate professor of public affairs, Daniel J. Evans School of Public Affairs, University of Washington "Some innovations are thriving many years after their inception; others, despite initial success, prove to be unsustainable. Steelman, using three fascinating and well-executed case studies, provides a convincing explanation why."-Sandford Borins, professor of strategic management, University of Toronto and research fellow, Harvard Kennedy School