Does management by objectives stifle organizational innovation in the public sector?

Abstract

Abstract. Does management by objectives stifle organizational innovation in the public sector? The authors explore this possibility by describing five common characteristics of mbo and then contrasting them with four characteristics of innovative organizations. The comparison suggests that mbo‐pressures lead to organizational stress that is often resolved by the creation of two working environments; one for the pursuit of innovative objectives, and one for the pursuit of regular objectives. This could lead to dysfunctionalism in the form of abandoned objectives‐objectives that might have been achieved if mbo were not used. The authors conclude with four implications for public‐sector managers: (1) the practice of including innovation objectives along with traditional objectives in the same set of objectives is questionable; (2) broader objectives, perhaps pointing in the general direction of the innovations sought, might be more productive in some cases than specific objectives; (3) possible incompatibility between mbo and innovation might be lessened if innovative ventures are pursued in ad hoc organizational structures; and (4) management by objectives and innovation are not necessarily compatible.

Nurses at the forefront of innovation

“…Downs & Mohr (1976) more specifically define innovation as ‘something different for each organization into which it is introduced’. Jacques & Ryan (1978), on the other hand, define innovation as synonymous with creativity while Merritt (1985) and Deutsch (1985) both consider that innovation involves substantive but not necessary revolutionary changes.…”

Inovação no setor público: uma instituição pública de ensino sob a ótica dos servidores e colaboradores

“…Downs;Mohr (1976) Coisas diferentes introduzidas em cada organização. Ryan (1978) Sinônimo de criatividade, capacidade criadora e inventiva, a partir de determinada realidade. Schumpeter (1982) Novas combinações dos fatores de produção presentes nas organizações que sejam capazes de dar origem a novos produtos, bem como a realização de novas combinações no intuito de impulsionar o desenvolvimento organizacional.…”

Challenges for Government Innovation in Bangladesh

“…Various authors have emphasized newness, including anything perceived to be new by the people doing it (Rogers & Kim, 1985), or innovation as something different for each organization into which it is introduced (Downs & Mohr, 1976), or the generation, acceptance, and implementation of new ideas, processes, products, or services (Thompson, 1965) in an applied setting (Mohr, 1969). Some see it as early adoption of a new idea (Rogers & Kim, 1985), others as synonymous with creativity (Jacques & Ryan 1978), and a final group as involving substantive but not revolutionary changes (Merritt, 1985). Osborne and Gaebler (1992) argue that the American government bureaucracy that was appropriate to the industrial era and times of economic and military crises during which it was created is not the best system of governance for the post-industrial information age.…”