Local government and social or innovation value

Orange, Graham; Elliman, Tony; Kor, Ah-Lian; Tassabehji, Rana

doi:10.1108/17506160710778086

Cited by 16 publications

(15 citation statements)

References 8 publications

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“…Instead, ICT introduction implies a series of steps in the work processes, as well as in the knowledge, skills and tasks of the people in charge of using the newly introduced ICTs. For this reason, Orange, Elliman, Kor, and Tassanehji (2007) highlight three essential factors for all innovations: people, processes and technologies.…”

Section: Peculiarities Of Innovation In Public Servicesmentioning

confidence: 99%

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Innovation in public services: The case of Spanish local government

González

Llopis

Gascó

2013

Journal of Business Research

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Section: Peculiarities Of Innovation In Public Servicesmentioning

confidence: 99%

“…Finally, the third factor clearly relates to the reactive strategy, the strategy which is common in organizations that only act driven by external pressures or, following Moore (2005), organizations that are inconsistent in its adaptive pattern towards the environment. Table 11 here.…”

Section: Strategymentioning

confidence: 99%

Innovation in public services: The case of Spanish local government

González

Llopis

Gascó

2013

Journal of Business Research

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“…It is argued that change does not necessarily lead to a better future unless actors working in it are clearly aware of initiatives and understand their impact (Orange et al 2007). Governments as service providers should understand the value of citizens' participation and should enhance citizens' awareness about their rights (Beynon-Davies 2007).…”

Section: W Waheduzzaman and Q Alammentioning

confidence: 99%

Democratic Culture and Participatory Local Governance in Bangladesh

Waheduzzaman

Alam

2014

Local Government Studies

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The government of Bangladesh has introduced several initiatives seeking to develop participatory governance at the local level in order to maximise the outcomes of aid-assisted development projects. This article examines the impact of these initiatives and demonstrates that participatory local governance faces a number of challenges in Bangladesh, in particular, absence of democratic culture and tradition and disengagement of citizens, asymmetric distribution of patronage and weak institutions. In theory, political elites and bureaucrats in Bangladesh advocate democracy, accountability and local-level participation, but in practice, they have an affinity for power and centralised authority. Their reform initiatives seem half-hearted and disjointed restricting the growth of democratic culture and participatory local governance at the local level in Bangladesh.

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“…Educational readiness is the second of the two dimensions we attribute to bureaucratic readiness for participatory governance. It has been argued that change does not necessarily lead to a better future unless actors working in it are able to clearly conceptualise the process and the value of the initiative (Orange et al 2007). Educational readiness encompasses understanding the conceptual and technical dimensions of participative governance and its role in the project at hand.…”

Section: Educational Readinessmentioning

confidence: 99%

Bureaucratic Readiness in Managing Local Level Participatory Governance: A Developing Country Context

2017

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Participatory governance in developing countries is broadly viewed as an essential prerequisite for successful implementation of public projects. However, it poses many challenges for public bureaucrats in terms of their skills and willingness to engage citizens. Despite the growing evidence of the pervasiveness of participatory governance, research to date has not explored bureaucratic readiness to adopt participatory practices. This research presents findings of a bureaucratic readiness assessment for participatory governance in Bangladesh by exploring how public bureaucrats perceive the value of participation; how they are educated to collaborate with stakeholders; and the extent to which their attitudes are amenable to enhancing participatory governance. Our findings suggest that we can classify readiness in terms of both motivational and educational factors. The study has implications for how readiness can be developed in public officials that may assist in fostering participatory governance in Bangladesh and be informative to other countries experiencing similar issues.

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Local government and social or innovation value

Abstract: Abstract

Cited by 16 publications

References 8 publications

Innovation in public services: The case of Spanish local government

Innovation in public services: The case of Spanish local government

Democratic Culture and Participatory Local Governance in Bangladesh

Bureaucratic Readiness in Managing Local Level Participatory Governance: A Developing Country Context

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