Ready to innovate during a crisis? Innovation governance during the first wave of COVID-19 infections in Iceland

Previous studies on innovation governance have focused on the governance of science, technology, and innovation from a long-term perspective. In this article we focus on the short term by exploring the generation and use of new scientific and technical knowledge to address an urgent societal crisis. We empirically analyse the emergency response during the first wave of COVID-19 infections in Iceland using a conceptual framework based on three theoretical components, namely, emergency management, innovation governance, and the innovation process as a problem-solving process. The empirical analysis is built on a systematic analysis of secondary data. Based on the results, we conclude that improvisation processes using existing knowledge and capabilities and triggered by unanticipated problems during a crisis are in some cases sources of successful innovation. In these cases initial problem-solving processes characterized by improvisation can be interpreted as blind variations that are retained and diffused through a series of complementary problem-solving processes that generate and use new scientific and technical knowledge. Furthermore, we extend the concept of innovation governance readiness to include both the readiness to exploit technological opportunities and the readiness to address unanticipated problems during a crisis and propose that our extension is useful for integrating long-term and short-term aspects of innovation governance.