Governance and innovation in public sector services: The case of the digital library

Abstract

This paper examines the co-evolution of public governance and innovation, and proposes an adaptation of\ud Hartley's model to take into consideration such co-evolution. This model is then applied to a longitudinal case\ud study of the digitalization of Roskilde University Library. The theoretical and empirical analysis yields four\ud main results. First, it is shown that the transition froma NewPublic Management approach towards a Networked\ud Governance mode implies a greater distribution of knowledge and innovation across different organisational\ud levelswithin public administrations. Interactions between such organisational levels crucially affect the development\ud of new public services. Second, a more articulated view of users in public sector innovation is developed. It\ud is argued that: (i) users play distinct roles at different stages in innovation processes, with relatively greater involvement\ud inminor incremental changes; (ii) user-driven innovations have significantly increased with the diffusion\ud of ICTs and Web based public services; and (iii) complex innovations are facilitated by face-to-face\ud meetings between public servants and users. Third, it is suggested that changes in governance modes affect\ud the balance between the different actors involved, thus influencing the nature and intensity of innovation. Fourth\ud and finally, it is argued that the transition towards a networked governance approach requires information policies\ud which persist over time, and are designed to increase collaboration between different (public and private)\ud actors

Driving public sector innovation using big and open linked data (BOLD)

“…Arranging the governance of these teams are challenging and it is found that public governance and innovation co-evolve (Scupola and Zanfei 2016). A greater distribution of knowledge and innovation across different organizational levels within public administrations is to be found necessary (Scupola and Zanfei 2016).…”

Logic Model of Governance Innovation and Public Policy in Public Service

“…Understanding and managing innovation are one issue most widely in the contemporary public administration (Osborne & Brown, 2011;Torfing & Triantafillou, 2016). Thus, governance innovation seems very diff erent from innovations in products, services, and processes (Moore & Hartley, 2008;Antt iroiko, Bailey, & Valkama, 2011;Scupola & Zanfei, 2016). Governance innovation can promote innovation capacity from the public sector, arguing that it is oft en viewed as an alternative but should view as complementary.…”

“…The other side, innovation also needs to be well managed for such innovations can show the benefi ts. Scupola and Zanfei (2016) in his investigation revealed that governance innovation requires user participation to achieve greater inclusiveness. Although the governance theory rare in the innovation literature (Moore & Hartley, 2008), the researchers can learn to governance innovation from concept and approach of innovation and governance contextually (Antt iroiko, Bailey, & Valkama, 2011).…”

The Performance of the Female Employees in Public Service

“…Empathy implies the ability of the human resources, in this case, woman workers, to serve and be able to see things or problems from the community's point of view. It added with any profitable activity in a public organization which is not merely a physical product, but how to satisfy the community that has been served by the employees (Scupola & Zanfei, 2016). Women employees are naturally more empathetic than men and more patience in providing services to the community so that they can provide a great quality of services (Seguino, 2000).…”