In her dissertation, Tessa de Geus explores different forms of ‘capture’—do radical new initiatives or ideas gain momentum once they enter a larger playing field, or do they become paralyzed? She also experiments with potential transition management tactics to address this phenomenon. The outcome of the research includes four dynamics of capture that can help facilitate discussions about the direction and fairness of the energy transition.
This dissertation introduces and examines ‘capture dialectics’ in relation to collaboration with social innovations as part of transition management for the energy transition. It focuses on four dynamics of ‘capture’ – instrumentalisation (e.g., Chapters 5 and 6), delegitimisation (e.g., Chapters 4 and 7), disempowerment (e.g., Chapters 4, 5, and 8), and strategic capture (e.g., Chapters 4, 5, and 7) – and their impact on social innovations and the implications for transition management tactics.
Instrumentalisation refers to the reduction of innovations into policy instruments, potentially leading to a pragmatic adaptation that erodes their radical core, such as an emphasis on internal policy processes or feasible policy goals.
Delegitimisation occurs when innovations are perceived as illegitimate or irrelevant, often by established actors with vested interests in maintaining the status quo.
(Dis)empowerment pertains to a reduction in the sense of impact and meaning among involved actors, ultimately decreasing the effectiveness of social innovations. In contrast, strategic capture refers to social innovations adapting to the dominant regime without losing their transformative ambition or impact.
This research emphasises that ‘capture dialectics’ do not solely have negative implications; they present opportunities to strategically position social innovations within existing structures and hold them accountable. She calls on policymakers and researchers to engage critically with these dynamics: this involves raising awareness of capture dialectics, carefully translating social innovations into governance contexts, and explicitly reflecting on the radical core of these innovations. Transition management tactics for addressing ‘capture dialectics’ provide insights into possible pathways for sustainability transitions and key questions of justice, such as how burdens and benefits are distributed, whose voices are heard, and which perspectives are recognized.
