Scientific Papers

Below you will find some scientific papers as a result of the project.

(More publication will follow after the peer review process) 

Company Strategies for Responsible Research and
Innovation (RRI): A Conceptual Model


Responsible research and innovation (RRI) has become an important topic in the academic community and in policy circles, but it has not yet been systematically included in the innovation
process of companies. We discuss how companies can integrate RRI into their corporate social responsibility (CSR) policies and business strategy. To this end, we developed a conceptual model
that links a company’s RRI strategy to its context, and that helps to translate the RRI strategy into activities that result in RRI outcomes. We also propose a process for developing company-specific
RRI key performance indicators (KPIs) that can support companies to measure RRI outcomes

The value of Measuring RRI-Performance in Industry


There is now only limited experience with Responsible Research and Innovation (RRI) in industry and there is also limited evidence of the added value of opening up the innovation process in industry for social
engagement and gender considerations. In the PRISMA project (, we overcome these current limitations by carrying out eight RRI pilot projects in a real-world industry context. To establish
the added value of the RRI approach and the gender dimension in and for industry, we assess the pilot projects on a number of product and process RRI dimensions [and compare the pilots on the relevant RRI
dimensions with similar projects in the same companies in which the RRI approach has not been followed.
We focus on implementing RRI for some of the major technological challenges in the EU including nanotechnology, synthetic biology, Internet of Things (IoT) and self-driving or automated cars.


Value of Responsible Research and Innovation in Industrial Nanotechnology Innovation Projects


The application of transformative technologies, such as nanotechnologies, typically implies a certain degree of uncertainty, from both a technical and
societal point of view, and thus is the initial driver for companies to look at RRI approaches. However, the reasons why a company could decide to apply
a structural and long-term approach to RRI are much broader and less related to the specific technology concerned. The two pilot cases described in this
chapter give some hints about the complexity of reasons and factors influencing the choice of a company to take an RRI pathway.