Innovation in Public Sector Services 2008
DOI: 10.4337/9781848441545.00009
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Innovation and Entrepreneurship in Public Services

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Cited by 127 publications
(162 citation statements)
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“…More sophisticated versions of this approach have moved beyond 'simple' individual agency to explore the interaction between the individual and his or her organisation (Jelinek and Schoonhoven 1990) -and there are also a number of such studies in relation to public services (e.g. Barlett and Dibben 2002;Windrum 2008).…”
Section: The Source Of Innovationmentioning
confidence: 99%
“…More sophisticated versions of this approach have moved beyond 'simple' individual agency to explore the interaction between the individual and his or her organisation (Jelinek and Schoonhoven 1990) -and there are also a number of such studies in relation to public services (e.g. Barlett and Dibben 2002;Windrum 2008).…”
Section: The Source Of Innovationmentioning
confidence: 99%
“…One of the research strands has been to understand the different levels of public sector innovation. Public sector innovation could occur at different levels: innovations in public administration and organization of public sector establishments, policy and regulations innovations, innovations in public campaigns and public information dissemination, innovations in revenue collection and generation, innovations in service and goods, public services or goods innovations, financial innovations, innovations in behavioural incentives provided, systemic innovations and conceptual innovations (Windrum, 2008). Based on these levels, the study suggested a taxonomy of public sector innovation comprising service innovation, service delivery innovation, administrative and organisational innovation, conceptual innovation, policy innovation, and systemic innovation.…”
Section: Literature Reviewmentioning
confidence: 99%
“…The reforms aimed at promoting successful management techniques in old-style public bureaucracies to make them embrace a service-oriented working-style (VigodaGadot et al, 2008). NPM aimed to provide a solution to the perceived lack of innovation in the public sector, caused by risk-aversion and a culture which was innovation-unfriendly (Windrum, 2008).…”
Section: Introductionmentioning
confidence: 99%
“…Bureaucracy has had negative connotations and has been code for slow, ineffective, risk averse, leviathan-size organizations even before the Osborne and Gaebler 1992 polemic, sensationalized in the media in regular intervals in the US and Europe alike. We challenge this notion, and following partly Windrum (2008), we investigate the mechanisms of policy innovation in the field of flood risk governance. On the one hand, we unpack the policy transfer mechanism by analysing how the new policy was adopted.…”
Section: Introductionmentioning
confidence: 99%