Abstract
Mission-oriented innovation policies (MOIPs) are promoting the formation of 'mission arenas' (MAs) where actors collectively try to address societal 'wicked problems'. Yet, little is known about how attention — and subsequently time and effort — towards specific problems and solutions, and their geographical dimensions, unfolds within MAs. We conducted a multiple-case study of four MAs mandated and granted public funding to address self-articulated 'missions' in public health. We identify four distinct types of MA organisation with different attention-regulating properties that contribute to significant variation in MAs' flexibility and breadth of attention. We propose a model explicating how all four MA organisations regulate attention in ways that impede future attention to regional problems and solutions — a finding that serves to problematise assumptions about attention in the MOIP literature.
