What makes public sector innovations survive? An exploratory study of the influence of feedback, accountability and learning

Abstract

The question whether public sector innovations last, and what determines their chances of survival, remains a gap in the public management literature. This exploratory study focuses on the winners and nominees of public sector innovation awards in Belgium, France, the Netherlands, Romania, Slovakia and the UK. Through a survey covering 220 cases, it examines whether feedback loops, accountability mechanisms and learning processes (FAL) can explain the survival of public sector innovations. The conclusion is that a culture of feedback, accountability and learning seems to be positively linked with the survival of innovations. Points for practitioners It is one thing to innovate, but it is another to make innovations last. A culture of feedback information, learning processes to interpret this feedback information, and a culture of accountability seem to improve the chances of innovations to stand the test of time. Instruments to measure innovation’s performance on its own do not seem to affect innovation’s survival chances.

Antecedent dimensions in the brazilian public administration: an analysis of the innovation contest in the public sector

“…To Moussa, McMurray & Muenjohn (2018); Torvatn & Boer (2017); Yeow & Edler (2012), innovation antecedents are in the state of developing organizational, individual and managerial competencies through inspiring leaderships (Li et al, 2017;Potts & Kastelle, 2010), whether through the action of informal leaders, politicians or heads of governmental agencies, or through senior management (Acker & Bouckaert, 2018) that promote a suitable environment to innovation through a bottom-up relationship (Borins, 2001), pro-innovation attitude and political guidance (Damanpour & Schneider, 2008;Koch & Hauknes, 2005).…”

“…According to Acker & Bouckaert (2018), senior management can be a catalyzer for the learning process, the taking of participative decisions and free communication by integrating activities and transforming the individual goals of all the actors involved -whether in companies, governmental institutions or universities -into mutual objectives (Li et al, 2017).…”

Learning accountability in the public sector: The experience of Kerala

“…Although organisational learning, including the application of management control systems in facilitating learning, has been extensively covered in prior work (Bol & Moers, 2010; Ferry et al., 2017; Levitt & March, 1988; Pant, 2001), the role of accountability in promoting learning in pursuit of continuous improvement has received less attention in the literature (Van Acker & Bouckaert, 2018). Brodtrick (1998) argues that learning tends to be stifled once an organisation institutionalises its own culture.…”

Innovative Administrative Procedure Law: Mission Impossible ?

“…As recognised in diff erent legal fi elds, any innovation refl ects the conceptual framework of the proposers' normative as well as broader societal dimensions (Završnik 2011 III, van Acker andBouckaert 2017), although many authors that address the innovation do not even provide a defi nition thereof (de Vries et al 2016, 152). Th erefore, administrative law and public administration oft en meet with misunderstanding.…”