From theory to practice: how decentralized implementation of missions affects directionality, legitimacy, and coordination

Abstract Despite significant attention and theoretical advancements, empirical understanding of the practical implementation of mission-oriented innovation policies remains limited. This article presents a case study of a mission-oriented innovation policy on traffic safety in Norway, exploring how decentralization of the mission from national to county level affects directionality, legitimacy, and coordination. The changes in governance have fragmented the professional traffic safety community and weakened its standing relative to health and sustainability. However, it has also strengthened legitimacy through closer collaboration with other policy domains and enhanced ties to politicians, leading to more flexible and responsive policies. The article concludes that decentralization of mission governance may be important for legitimacy and generation of experiences and knowledge locally. Nonetheless, it also highlights that to facilitate public capacity building nationally, one needs centralized coordination and orchestration.