How might the setting of the mission-oriented innovation policy — the selection of a clear direction in the form of a challenge — be impacted by specific carbon institutional lock-in mechanisms, especially as we explore the power wielded by private incumbent fossil-fuel firms? Although the two literatures, the one of mission-oriented innovation and the one on carbon lock-in, explore the same probl. [...] By the 1960s, the supply crisis had eased but the province’s policies continued to support production only tepidly from the oil sands, prioritizing the protection of the market share of the conventional oil sector. [...] Notwithstanding, the Conservation Board reaffirmed the position that oil sands development must defer to conventional oil production and only access markets that were beyond the scope of the conventional industry, rejecting the Cities Service and Shell application for a new oil sands facility on the grounds that it posed a threat to the conventional industry’s market share (Chastko 2004, 114). [...] The conceptual difference between the oil sands and the conventional industry was also reflected in the relationship between the conventional producers and those in the oil sands business in major public settings. [...] So, [Lougheed] said, “Why don’t we take some of this revenue that we’ve got coming in from the royalties and invest it in the development of the technology which will make the in-situ recovery possible and make the mine material economic?” In 1974, Lougheed announced the Energy Breakthrough project and the creation of the Alberta Oil Sands Technology and Research Authority (AOSTRA).
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- Published in
- Canada
