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AbstractThe impending climate emergency, the Paris agreement and Sustainable Development Goals demand significant transformations in economies and societies. Science funders, innovation agencies, and scholars have explored new rationales and processes for policymaking, such as transformative innovation policy (TIP). Here, we address the question of how to orient the efforts of science, technology, and innovation policy actors to enable transformations. We build on sustainability transitions research and a 4-year co-creation journey of the TIP Consortium to present twelve transformative outcomes that can guide public policy agencies in evaluating and reformulating their projects, programmes, and policies. We illustrate the transformative outcomes in two empirical cases: transitions towards mobility-as-a-service in the Finnish transport system and the emergence of speciality coffee in Colombia. We argue that the twelve transformative outcomes can guide public policy agents to fundamentally transform their ways of thinking and operation in advancing transformative change.

Missions may be regarded as a narrative for challenge-oriented policies, as a rationale for directional policies, and as an instrument for coordinating distributed innovation efforts. While the attention for mission-oriented innovation policy is rising, there are still many questions regarding both the governance and the conduct of missions as well as the (adverse) effects they might have on innovation and societal challenges. This research perspective reflects on what missions are, what they can do and potentially engender, and how they can be studied empirically. Rather than a static, predetermined, and closed-off instrument, we contend that missions are best understood as continuously interacting with the structures and interests of governments, markets, and society, aligning (1) problem-based governance targeting societal challenges and (2) innovation governance targeting novelty creation and deployment. This characterisation of missions, as embedded and evolving, advances empirical questions that could guide research into unexplored directions.

Missions may be regarded as a narrative for challenge-oriented policies, as a rationale for directional policies, and as an instrument for coordinating distributed innovation efforts. While the attention for mission-oriented innovation policy is rising, there are still many questions regarding both the governance and the conduct of missions as well as the (adverse) effects they might have on innovation and societal challenges. This research perspective reflects on what missions are, what they can do and potentially engender, and how they can be studied empirically. Rather than a static, predetermined, and closed-off instrument, we contend that missions are best understood as continuously interacting with the structures and interests of governments, markets, and society, aligning (1) problem-based governance targeting societal challenges and (2) innovation governance targeting novelty creation and deployment. This characterisation of missions, as embedded and evolving, advances empirical questions that could guide research into unexplored directions.

Abstract
Recent times have seen the rediscovery and adaptation of mission-oriented innovation policies (MIPs) for driving transformative change. While such policies seek to mobilise and align stakeholders, little is known about how missions feature in policy coordination processes. We argue that to facilitate the still troublesome operationalisation of MIPs, it is essential to understand missions as 'boundary objects' that have some shared meanings among the participants they convene, yet are open enough to be interpreted differently by distinct actors gathering in four interconnected policy arenas—i.e. a strategic, programmatic, implementation, and performance arena. By studying the European Commission's Horizon Europe missions, we unravel how missions as boundary objects enable and disable the coordination of heterogeneous communities. The resulting analytical perspective highlights three key mechanisms for coordinating mission meanings across communities and arenas: convergence–divergence, passage, and reflexive learning. We conclude with research avenues for studying missions as boundary objects for facilitating concerted action.