What would Max Weber Say about Public-Sector Innovation?<sup>1</sup>

Kattel, Rainer

doi:10.1515/nispa-2015-0001

Cited by 14 publications

(13 citation statements)

References 20 publications

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“…Th is has been well described by many recent studies -like Vesely (2013), Merickova and Stejskal (2014), Kattel (2015), Nakrosis (2015), Ochrana and Hrncirova (2015), Placek et al (2015) and others. It is standard in Public Economics to argue that elected politicians may serve both the public and their own private interests (Stiglitz 1989).…”

Section: Accountability and Responsibilitysupporting

confidence: 59%

The Role of Accountability Arrangements in Social Innovations: Evidence from the UK and Slovakia

Němec

Orviská

Lawson

2016

NISPAcee Journal of Public Administration and Policy

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Our research focuses on selected accountability mechanisms in the two countries. In Slovakia these are the Supreme Audit Offi ce (SAO) and the Ombudsman. In the UK, at the national level we chose the Committee of Public Accounts (PAC), the National Audit Offi ce (NAO) and the Parliamentary and Health Service Ombudsman (PHSO) and on the local level the relatively recently introduced local government system of Scrutiny and Overview.Th e goal of our article is to assess the potential contribution of these accountability arrangements to the anchoring of social innovation in the public sector. Th e theory anticipates that accountability institutions such as the SAO and Ombudsman may create feedback loops supporting public innovations. We undertook detailed checks on the concrete situation in the Slovak Republic and in the UK. On the basis of the comprehensive set of data reviewed, including reports, interviews and more generally available information, we can confi dently conclude that while in Slovakia such a feedback loop barely functions, in the UK it does function on a limited but still signifi cant scale. In the last part we provide selected arguments why the Slovak situation is less positive.

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Section: Accountability and Responsibilitysupporting

confidence: 59%

The Role of Accountability Arrangements in Social Innovations: Evidence from the UK and Slovakia

Němec

Orviská

Lawson

2016

NISPAcee Journal of Public Administration and Policy

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“…One of the early scholars who mentioned innovation in the context of the public sector was (Schumpeter, 1939) with his famous theory of -Business Cycles‖ and evolutionary change, in mentioning how -the theory of evolutionary change adapted to the economic sphere, of a much larger theory which applies to change in all spheres of social life, science and art included.‖ During the period from 1960 -1990, whilst much effort was made to describe and theorize innovation in the private sector, some scholars endeavored to conceptualize innovation in both the public and private sector in general, influenced both by the norms of scientific management principles as invented by Taylor and the ideal model of bureaucracy as invented by Weber that was considered appropriate for the private and public sectors alongside one another (Kattel, 2015). Arundel & Huber (2013) found that Roessner conducted the first documented explicit study on public sector innovation in 1977.…”

Section: Innovationmentioning

confidence: 99%

“…The main reason why the private sector is described as innovative relates to its intrinsic value, which is profit. The highly competitive environment of the private sector forces it to be as innovative as possible in order to survive and gain profits (Prapysatok & Jakkapattarawong, 2018).On the other hand, the monopoly conditions (Kattel, 2015), lack of incentives and avoidance of failure by elected officials (Bloch & Bugge, 2013), all of which characterize the public sector, lead to a dampening of the internal drivers of innovation.…”

Section: Introductionmentioning

confidence: 99%

Administrative Innovation in Local Government Bureaucracies: Case Study of Thesaban, Phetchabun Province, Thailand

2019

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Thai public sector always described as a highly centralized system, with an inflexible hierarchical structure and high levels of formal relationships channeling its communications through public enterprises and institutions. Even establishing the local administration system as an approach of decentralization, is still highly connected and governed by the central government. On the other hand, innovation in public sector studies and application in last two decades gained much interest from scholars, practitioners and even leaders and policy makers as an approach to enhance public sector efficiency and effectiveness. Accordingly, this study aims to explore innovation in the public sector in Thesaban Mueang Phetchabun Thailand. It can represent the public sector in Thailand on a larger scale. The study evaluates the laws, structures and dynamics that constitute the framework of the local administration system. Furthermore, it explores the main constraints on innovation within the system. To develop and support the argument, which emerges from the literature review, this study employs qualitative research methods, namely interviews, as a method to collect data from various informants working in and/or with the public sector. ADMINISTRATIVE INNOVATION IN LOCAL GOVERNMENT 26The results of the study indicated that the innovative administration implemented by local administrative organization was distinct and different from each other based on its own main mission. Specifically, while the top-down innovation was implemented by big local administrative organizations. The initiating process comprised three steps. First, there were meetings among involved personnel. After that, there was an attempt to network with external organizations. Finally, there were processes of monitoring and follow-up evaluation as well as the establishment of learning center. Concerning factors in relation to initiating processes, they comprised six factors which included leadership for change, corporate culture, knowledge and competency of practitioners, public participation, supports from external organizations, and social capitals.

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“…Lefèvre evoke the con cept of rescaling of local governments or policy networks in which multiple actors exercise different levels of authority, and action to determine the organisations or leaders to make decisions in a selected context (see also: Brenner, 2003 and2004;Mansfield, 2005;Reed & Bruyneel, 2010). In the management context, the duality of "government" and "governance" takes the shape of the opposition between the Neo-Weberian concept (Kattel, 2015;Lemay-Hébert, 2013;Mazur & Kopyciński, 2017;Pollitt & Bouchaert, 2011) and the many ways of understanding "governance" (Blackmond Larnell, 2018;Pollitt & Bouchaert, 2011;Reed & Bruyneel, 2010;Sroka, 2009). The meaning of "governance" or "good governance" reflects multiple references through such tools as networks, joining-up, partnerships, multilevel relationships, etc.…”

Section: Management On the Metropolitan Scalementioning

confidence: 99%

Management of the Kraków Functional Urban Area, in Poland, using a European Union Instrument: Integrated Territorial Investments

Noworól

2019

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The objective of this paper is to analyse the ways in which one of the European Union's Cohesion Policy instrument, i.e. the Integrated Territorial Investment (the ITI), can be used, with specific reference to the example of the Kraków Functional Urban Area (the KFUA). ITI is an instrument of EU policy and was introduced during the 2014-2020 program period. It was designed to promote the development of functional areas, especially on a metropolitan scale, and to strengthen the cooperation ability of local entities. Research design: The reasoning utilised in this article uses participant observation as the primary research method. The complimentary analytical methods are desk research of documents, written questionnaires and individual direct interviews. It is important to underline the direct involvement of the author in the preparation of the ITI Strategy for the KFUA, participative workshops concerning the introduction of ITIs, and expert reports commissioned by the Kraków Metropolis Association (the KMA). The findings enable one to clarify mechanisms disclosed in the national scale with specific features also present in the KFUA. The first part of this paper includes a brief review of the literature concerning the nature of the metropolitan scale, management of the development of functional urban areas, and deliberation procedures. In the second part, the author presents the results of his qualitative research revealing the way an instrument of ITI is implemented by the KMA. Tools used by the KMA, taking into consideration juridical and cultural conditioning, demonstrate how the ITI instrument can become, beyond financial support for communities, a real creator of a cooperative ecosystem of entities. The added value is to show that the ITI instrument, despite some bureaucratic sluggishness, can be, thanks to understanding the essence of "metropolitan governance", an approach which builds real territorial cooperation .

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What would Max Weber Say about Public-Sector Innovation?¹

Cited by 14 publications

References 20 publications

The Role of Accountability Arrangements in Social Innovations: Evidence from the UK and Slovakia

The Role of Accountability Arrangements in Social Innovations: Evidence from the UK and Slovakia

Administrative Innovation in Local Government Bureaucracies: Case Study of Thesaban, Phetchabun Province, Thailand

Management of the Kraków Functional Urban Area, in Poland, using a European Union Instrument: Integrated Territorial Investments

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What would Max Weber Say about Public-Sector Innovation?1

Cited by 14 publications

References 20 publications

The Role of Accountability Arrangements in Social Innovations: Evidence from the UK and Slovakia

The Role of Accountability Arrangements in Social Innovations: Evidence from the UK and Slovakia

Administrative Innovation in Local Government Bureaucracies: Case Study of Thesaban, Phetchabun Province, Thailand

Management of the Kraków Functional Urban Area, in Poland, using a European Union Instrument: Integrated Territorial Investments

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Product

Resources

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What would Max Weber Say about Public-Sector Innovation?¹