Towards a Deeper Understanding of Public Sector Innovation

Langergaard, Luise Li; Scheuer, John Damm

doi:10.1007/978-1-4614-1972-3_31

Cited by 6 publications

(5 citation statements)

References 26 publications

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“…An explanation for these findings may lie in the possibility of conflict between politicians (key initiators of the policy dimension in Table ) and government employees. This conflict could reflect the different viewpoints and interests of agents working at different hierarchical levels (Borins ; Langergaard and Scheuer ; Windrum ). For instance, the Government could seek efficiency gains through large organizational restructuring (involving reductions in staff numbers and changing service providers), which could, over the short term, negatively affect administrative procedures and workplace conditions experienced by the survey respondents.…”

Section: Mvp Results: Effects Of the Msimentioning

confidence: 99%

“…Senior leaders, as indicated by Borins (: 474), ‘face two leadership challenges, one involving the politicians to whom they are responsible [top‐down] and the other involving their staff [bottom‐up]’, which could create conflicts over the implementation of policy innovations. The importance of seeking ideas from users or members of the public to help in the design and delivery of new public services has also been identified by Langergaard and Scheuer (). In their multi‐agent framework, Windrum and Garcia‐Goni () identify politicians, customers, public/private service providers, and non‐government organizations as key sources of ideas that exert a significant impact on success in health services innovation.…”

Section: Factors Influencing Public Sector Innovationmentioning

confidence: 99%

“…Furthermore, public sector employees are paid fixed salaries with no or few rewards for successful innovation (Borins ). Nevertheless, the consequences of unsuccessful innovation in the public sector can be substantial if failures are exposed to high levels of media attention and political criticism (Hartley ; Langergaard and Scheuer ). Barriers to implementing innovation in the public sector could also arise partly due to intra‐organization conflicts between the diverging interests of professional and political cadres (Vigoda‐Gadot ).…”

Section: Factors Influencing Public Sector Innovationmentioning

confidence: 99%

See 2 more Smart Citations

The Nature and Incidence of Workgroup Innovation in the Australian Public Sector: Evidence from the Australian 2011 State of the Service Survey

Torugsa

Arundel

2015

Aust J Public Adm

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Using data from a nationally representative survey of all Australian Government employees, we explore the nature of innovation implemented at the workgroup level and assess the multidimensionality of the workgroup's 'most significant innovation' (MSI). Of the 10222 survey respondents, 48% reported at least one innovation implemented by their workgroup, with an innovation more commonly reported with an increase in the respondent's age, seniority, and service experience; among men and university graduates. The results reveal that 54% of the reported MSIs incorporate between two and five dimensions of innovation types (policy, service, service delivery, administrative/organizational, and conceptual), and most of these dimensions reinforce each other. Different dimensions of the MSI draw on different sources of ideas (with senior leaders having the broadest impact), face different 'revealed' barriers, require different levels of workplace creativity, and produce different beneficial effects. Our findings help strengthen an understanding of the influencing factors and the effects of multidimensional public sector innovations.

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Section: Mvp Results: Effects Of the Msimentioning

confidence: 99%

Section: Factors Influencing Public Sector Innovationmentioning

confidence: 99%

Section: Factors Influencing Public Sector Innovationmentioning

confidence: 99%

See 1 more Smart Citation

The Nature and Incidence of Workgroup Innovation in the Australian Public Sector: Evidence from the Australian 2011 State of the Service Survey

Torugsa

Arundel

2015

Aust J Public Adm

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“…Innovation must be implemented to improve efficiency and effectiveness to increase public value (Langergaard & Scheuer, 2012). For instance, the Director General of IP Australia described: "Clearly, the application of new ideas and approaches, new technologies, and new systems of management that is innovation is essential to effectively making the challenges faced by the public sector and also to promoting Australia's general competitiveness and prosperity. "…”

Section: Improve Efficiency and Effectivenessmentioning

confidence: 99%

Drivers and barriers to innovation in the Australian public service: A qualitative thematic analysis

Wipulanusat

Panuwatwanich

Stewart

et al. 2019

Engineering Management in Production and Services

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The purpose of this paper was to identify common themes from archival records related to innovation in the Australian Public Service (APS). A thematic analysis was conducted to review and evaluate archival records which consisted of transcripts from senior manager presentations at Innovation Month seminars from 2014 to 2018 and other related official documents. This empirical study addressed innovation from the leaders’ perspective, reflecting upon their experience. Analysing themes within archival records helped to gain insights from various perspectives of leaders on how they regard an innovation agenda for the APS. Three themes emerged from archival records: (1) innovation characteristics; (2) drivers of innovation; and (3) barriers to innovation. Synthesis of these drivers and barriers can provide important insights for senior APS managers on how they can enhance their organisations’ ability to innovate in order to respond to digital disruption challenges and opportunities. Variety of perspectives with leader’s perceptions informs about authors’ selection of the research question among consistent patterns and legitimates the salient themes as input for QSR NVivo 11.

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“…Through the ServPPIN concept, Di Meglio (2013), Gallouj et al (2013) and Langergaard and Scheuer (2009), emphasizes the importance of multiple links and feedbacks (interfaces) between public and private sector, and also with users -in our case, representatives of associations from the communities' surrounding landfillsand policy makers for service innovation. As pointed out by :…”

Section: Public-private Innovation Network In Services (Servppin)mentioning

confidence: 99%

Innovation in brazilian landfills: a servppin perspective

Cruz¹,

Paulino²,

Gallouj³

2015

Economics and Policy of Energy and the Environment

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This paper is devoted to the discussion of public services innovation in the Brazilian municipal solid waste sector, with emphasis on multi-agent participation within Clean Development Mechanisms (CDM) projects. The empirical context is based on six landfill CDM projects located in the São Paulo Metropolitan Area, Brazil. CDM projects have a dual purpose: reducing greenhouse gas (GHG) emissions and promoting local sustainable development in host countriesthrough the promotion of local co-benefits. The discussion is based on the analytical model provided by the ServPPIN concept (public-private innovation networks in services). It focuses on the characterization of the landfills selected and on the identification of the stakeholders involved within these landfills, pointing out the participation gaps. The results indicate that the participation of associations and cooperatives surrounding landfills is still marginal. Pulling this theoretical (ServPPIN) and empirical research (landfill CDM project) together, one can identify the main factors affecting the establishment of basic conditions for service innovation: a) interactions and the building of social relations aimed at innovation among various stakeholders; b) the development of competences on several fronts; especially relational and organizational; c) the role of the public sector (coordination role) in supporting the development of successful public-private innovation networks in services.

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Towards a Deeper Understanding of Public Sector Innovation

Cited by 6 publications

References 26 publications

The Nature and Incidence of Workgroup Innovation in the Australian Public Sector: Evidence from the Australian 2011 State of the Service Survey

The Nature and Incidence of Workgroup Innovation in the Australian Public Sector: Evidence from the Australian 2011 State of the Service Survey

Drivers and barriers to innovation in the Australian public service: A qualitative thematic analysis

Innovation in brazilian landfills: a servppin perspective

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