Influence and Complementarity of Follow-on Managerial Innovations within a Public Organization

Abstract

The objective of this research is to explore the relations between different categories of managerial innovations in public organizations. This paper aims to characterize the nature of the links between the implementation of an innovation and the subsequent adoption of a second, "follow-on" innovation. The research, which integrates the specific dimension of public managerial innovation, endeavours to enrich the research and the literature on the determinants of innovation dynamics in public organizations. Using two case studies of French local government authorities, this research highlights the direct and indirect effects and show how managerial innovations positively influence the future innovation capability of public organizations.

Error monitoring as an organisational innovation in public hospital activity

“…The implementation of OI identified in this article, as the monitoring of errors in both areas of hospital activity, ought to entail the implementation of further innovations, as proven by Favoreu, Maurel, Carassus et al (2018). Furthermore, as other researchers also claim, various forms of innovations are interdependent, thus it is necessary to adopt a comprehensive and integrated approach towards this issue (Damanpour, 2014;Bocquet & Dubouloz, 2015).…”

Exploring the Relationship Between Human Resources Management Practices in the Hospitality Sector and Service Innovation in Jordan: The Mediating Role of Human Capital

“…Innovation is very critical in building public organizations' credibility and reputation, as people tend to assume that hospitality sector services tend to be less quality-based than private service providers. With service innovation in the hospitality industry, there are substantial opportunities to increase the quality of services offered, boost economic growth, and draw more investors (Gorochnaya et al, 2021;Favoreu et al, 2019;Waheed et al, 2019).…”

“…HRM practices is the key component of development and growth, it supports organizations in their decision-making, teamwork, empowerment, collaboration (Alosani et al, 2020), and organizational trust (Chang and Lee, 2020;Chivandi and Maziriri, 2018). This issue will be positively reflected in the promotion of knowledge and employee awareness behaviors, which in turn lead to improving their capacity to innovate (Favoreu et al, 2019). Nevertheless, despite studies examining the importance of HRM procedures and policies in innovation, these contributions remain minimal and poor in theory and empirical evidence.…”

“…Nevertheless, despite studies examining the importance of HRM procedures and policies in innovation, these contributions remain minimal and poor in theory and empirical evidence. Furthermore, little study has explored how HRM activities impact creativity in the hospitality sector (Favoreu et al, 2019;Chowhan, 2016). Therefore, this portion of the hospitality sector survey remains small.…”

“…Earlier research has acknowledged that human capital is a vital resource for realizing a set of capacities on which the distinctive attributes of an organizati on are focused (Rodríguez-Pose et al, 2020;AlMarzouqi, 2019;Bonfanti et al, 2018). These fundamental issues, in theoretical literature, remain limited, poor, and inadequate in developing countries (Knies and Leisink, 2018), including Arab countries (Kraśnicka et al, 2018;Akbari and Monzavi, 2015), especially in the public sector (Favoreu et al, 2019;Ardito and Messeni, 2017). However, few research has explored the relationship between HRM activities and service innovation.…”