The question whether public sector innovations last, and what determines their chances of survival, remains a gap in the public management literature. This exploratory study focuses on the winners and nominees of public sector innovation awards in Belgium, France, the Netherlands, Romania, Slovakia and the UK. Through a survey covering 220 cases, it examines whether feedback loops, accountability mechanisms and learning processes (FAL) can explain the survival of public sector innovations. The conclusion is that a culture of feedback, accountability and learning seems to be positively linked with the survival of innovations. Points for practitioners It is one thing to innovate, but it is another to make innovations last. A culture of feedback information, learning processes to interpret this feedback information, and a culture of accountability seem to improve the chances of innovations to stand the test of time. Instruments to measure innovation’s performance on its own do not seem to affect innovation’s survival chances.
Like many other aspects of the work environment, "innovation" is a gendered term that creates a barrier to women taking part in innovation processes and, in particular, in male-dominated and "masculine" industries. This article looks into the role of gender, as well as other potential determinants, in explaining differences in the perceived innovation climate for public sector employees. This innovation climate depicts the opportunities and support employees receive with creating, promoting, and implementing innovative ideas in the workplace. Even though the public sector is often regarded as a more "feminine" work environment, our results show that women feel less encouraged in the innovation process when compared with men. Moreover, length of service and red tape appear to have a detrimental effect on individuals' experiences of the innovation climate.
This article investigates the impact of the audit and ombud process on the implementation of recommendations made by supreme audit institutions and ombudsmen in Belgium and the Netherlands. Based on previous findings, the focus lies on influential internal and external factors in determining the effectiveness of the audit and ombud investigations. The article concludes that the impact of the process and factors often mentioned in the literature are less significant than found in other research. Political factors, such as coalition agreements and politicians trying to save face, seem to be much more influential in explaining the implementation rate.
Thus far, there has not been any investigation into the populist held beliefs and attitudes among public servants. These attitudes, given the considerable discretionary decision power of public servants, and their influence in policy-making processes, could have a significant impact on public policies. This paper investigates the populist attitudes of public servants, based on data that are retrieved from the European Social Survey. The paper compares public servants from Austria, Belgium, Denmark, France, Germany, Ireland, the Netherlands, Norway, Sweden, Switzerland and the UK. The results show that public servants hold surprisingly similar populist views as compared with non-public servants, and that there are striking differences between countries. There are significant implications for the work public servants do, and the representativeness of the administration.
In the years around 1910, two plans for establishing a World Capital were simultaneously promoted from Belgium and the Netherlands. From the sea resort of Scheveningen, the Dutch physician Pieter Eijkman and his assistant Paul Horrix campaigned to build such a city on the outskirts of The Hague. Designed by the rising young architect Karel de Bazel, their "Intellectual World Centre", or "Athens of the Future" as the press also called it, was projected around the Peace Palace, the designated home of the Permanent Court of Arbitration. At the Hague Peace Conference of 1899, government representatives had decided to establish such a court, after which the philanthropist Andrew Carnegie had volunteered to provide it with appropriate accommodation. Eijkman now wanted to surround the Peace Palace with a city of hotels, an international congress hall and, especially, academies of science -all grouped around a Monument for International Brotherhood (Fig. 1). Every academy, moreover, possessed a separate research institute with state-of-the-art facilities where "the most eminent scientists of all civilized nations" would come to work for "say, one week a year" (1) . Thus, his World Capital was meant to stimulate world peace and to advance scientific research at the same time.In the same period, internationalists in Belgium were launching similar initiatives. Brussels was already the seat of more international organizations than any other city in the world, second only to Paris in terms of congresses.
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