Factors that Determine or Influence Managerial Innovation in Public Contexts: The Case of Local Performance Management

Carassus, David; Favoreu, Christophe; Gardey, Damien

doi:10.1007/s11115-013-0217-z

Cited by 19 publications

(16 citation statements)

References 26 publications

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“…Another important factor that has a similar tendency to support a silo mentality is the role of public managers as agents of change as a decisive factor in determining innovation adoption (Moon and Norris 2005;Damanpour and Schneider 2009;Carassus et al 2014). According to COSO, the internal environment is the basis f or ERM, wi thin which the m ost important f actor is the management's philosophy of managing risks (COSO 2004, 27-28).…”

Section: Discussionmentioning

confidence: 99%

Adoption of comprehensive risk management in local government

Oulasvirta

Anttiroiko

2017

Local Government Studies

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In the aftermath of large company failures in the early 2000s there emerged a new wave of efforts to enhance risk management (RM) and control in enterprises. The normative management model, which urges organisations to develop a comprehensive, formal and systematic RM, was developed, and it has been promoted widely to all organisations, including public sector organisations. Using survey data, this article describes and explains the diffusion and adoption of RM innovation in local government in Finland. Our survey results support the argument that if comprehensive RM is not obligatory, it is not widely used in local government. Our analysis reveals that financial constraints explain to some extent the existence of comprehensive RM in municipalities, while structural factors such as the size of municipalities do not, even though RM is slightly more advanced in larger rather than smaller local governments. Slow adoption indicates that comprehensive RM as a managerial innovation lacks immediate benefit when assessed against the efforts and costs of its introduction and maintenance. This implies that public sector organisations may be more selective in adopting business models than is generally assumed.

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Section: Discussionmentioning

confidence: 99%

Adoption of comprehensive risk management in local government

Oulasvirta

Anttiroiko

2017

Local Government Studies

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“…Thus, this empirical research was based on qualitative analysis. A qualitative approach enables the researchers to handle social processes and relationships (Vyas et al, 2018) and analyse a situation where it is difficult to gain access to data (Carassus et al, 2014). In addition, this research did not seek to report representativeness of responses with the population, so there was no need to seek 'statistical integrity' (Arku, 2013).…”

Section: Survey Designmentioning

confidence: 99%

Outsourcing Strategies in Public Services under Budgetary Constraints: Analysing Perceptions of Public Managers

Aragão

Fontana

2021

Public Organiz Rev

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This work aimed to study outsourcing strategies in public services and their relations with business continuity and resilience during budgetary constraints. A qualitative analysis was conducted using semi-structured interviews. This methodology was conducted with 51 public managers from the state of Pernambuco, Brazil. Findings showed that, during budget cuts periods, in the short term, due to the urgency of decision-making, it is common for outsourced services to suffer reductions or interruptions first, which directly affects public services continuity. Only a long-term view is able to correctly analyse this situation, but this does not always occur when the main factor observed is the law of fiscal responsibility. Therefore, this work brings new light to the literature concerning the problem situation, and may be useful for the planning of outsourcing strategies in public services.

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“…Scholars have also studied other internal organizational characteristics influencing innovation such as organizational culture and ideology (Borins, 2001; Kumar & Che Rose, 2012; Ma, 2017). Research by Carassus, Favoreu, and Gardey (2014); Walker, Berry, and Avellaneda (2015); and Jun and Weare (2011) finds external characteristics, such as political influence and environmental complexity, to be strong predictors of innovation. Finally, scholars including Carter and Bélanger (2005), Damanpour and Schneider (2009), and Korteland and Bekkers (2008) study innovation-related characteristics such as ease in use, perceived advantage, compatibility with existing structure, and trialability.…”

Section: Literature Reviewmentioning

confidence: 99%

Does Substandard Performance Encourage Innovation Adoption?

Pasha

2018

The American Review of Public Administration

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What makes an organization innovative? This is an enduring question in literature with a variety of models explaining innovation adoption in public organizations. The study presented here contributes to this research by introducing substandard performance as a determinant of innovation adoption, using the example of the adoption of CompStat systems in U.S. police departments. CompStat is a significant innovation in policing that was first operationalized by the New York Police Department in the mid-1990s and is consistently gaining popularity among police departments in the United States and abroad. This study uses a survival analysis of 362 small to midsized U.S. police departments over a 14-year period. Event history and Cox proportional hazards modeling show that poor preadoption performance for violent crime is significantly related to CompStat adoption, and the weaker a department’s preadoption performance, the earlier it adopts CompStat. Property crime, on the contrary, is not found to have a significant impact on the adoption of CompStat.

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Factors that Determine or Influence Managerial Innovation in Public Contexts: The Case of Local Performance Management

Cited by 19 publications

References 26 publications

Adoption of comprehensive risk management in local government

Adoption of comprehensive risk management in local government

Outsourcing Strategies in Public Services under Budgetary Constraints: Analysing Perceptions of Public Managers

Does Substandard Performance Encourage Innovation Adoption?

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