| dc.description.abstract | In order to be an efficient and relevant intergovernmental organization, United Nations Children s Fund (UNICEF) has since 2007 made the innovation turn and has become a leader in innovation activity in the UN body. The embracement and assimilation of technology and innovation are a marked shift in the way the organization works, compared to earlier times. The purpose of this study is two-sided: Firstly, to examine what innovation practices UNICEF s HQ Innovation Unit uses in their aid work. Additionally, since the unit supports the organization at large to mainstream innovation practices, this study also investigates the possible ripple effects of that unit s work throughout UNICEF. There is a gap in research and understanding about innovation activity in UN agencies. This qualitative case study contributes to lessen that gap. It provides new knowledge about what innovation means for UNICEF, and also with new knowledge about the current organizational changes that occur. The empirical materials consist of document analysis, an observation session and interviews with members both from inside and outside the Innovation Unit. A heavy technology focus, partnerships with the private sector, open innovation and a user-led approach are the main findings related to the first research question. The salient ripple effects are an assimilation of the unit s innovation practices and thinking methods in different UNICEF divisions and offices around the globe, in addition to the fact that innovation is now made a priority in UNICEF s strategic plan for 2014-2017. This study also found some inhibitors for innovation within UNICEF, and it points to challenges the organization is facing by having a separate innovation unit. However, due to several appropriate changes that currently take place in the organization, UNICEF s commitment to innovation seems to be a good strategy in order to stay efficient and relevant in the world of tomorrow. | eng |