Innovation design and implementation becomes one of the essential conditions for the modernization of public governance, but innovation process in public sector is a quite risky and the success is not always guaranteed, so it is important to identify and to prevent innovation barriers. Public sector organizations' abilities to identify the innovation barriers and to develop their management instruments, determine the quality and efficiency of innovation processes. The most frequently mentioned barriers to public sector innovations are a lack of founding and human resources, regulatory requirements, a lack of management support and incentives for staff, an uncertain acceptance by users, a risk-averse culture and a staff resistance. The article focuses on the classification of public sector innovation problems and barriers. The authors, using meta-analysis method, attempt to model interferences of internal and external barriers to innovation. By a content analysis of secondary data, authors try to find differences, similarities and to compare innovation barriers in Lithuania and other countries of the European Union.

Innovation is important for the achievement of the UN Sustainable Development Goals, including those related to peace and justice, as well as strengthening defence and security institutions. In view of innovation and the creation of an innovative environment, the influence of leaders not only on the innovativeness of employees, but also of the organization as a whole, is considered one of the most prospective areas of future research. This article explores the influence of leadership behaviour (support for innovation, delegating, intellectual stimulation, and rewards) of top (sample size N = 275) and middle (sample size N = 891) management on the innovative behaviour of military officers. The empirical validation of the selected four leadership behaviours is based on the methodology of quantitative sociological research—a questionnaire. Research results show that strong and statistically significant correlation relationships were established at the level of top managers (commanders) between such factors as Intellectual Stimulation and Delegating, Rewards and Delegating, Delegating and Support for Innovation, as well as Support for Innovation and Rewards. Meanwhile, for middle-level managers (military officers) two strong relationships were found between such factors as Rewards and Delegating, and Delegating and Support for Innovation. Analysis of the compatibility of opinions showed that although commanders and military officers both appreciate the leadership behaviours of the top and middle management of the Lithuanian Armed Forces, it was also found that commanders are more positive about the opportunity to offer new ideas at their military unit. Furthermore, they are more positive about the statement that leadership grants them the right to take decisions and implement them, and they are also more positive about taking the initiative, when they feel support for innovation. The identified difference in the leadership behaviours of top and middle management leads to the conclusion that, at different hierarchical levels of leadership, innovative behaviour of subordinates is influenced differently in the innovation promotion process in the Lithuanian Armed Forces.

No abstract

No abstract

The objective of this study is to review current research on knowledge management in military and to identify the main streams where research is performed. Knowledge in the military is perceived as a tool and means for effectiveness and has been analyzed from diverse standpoints. Accordingly, the studies in this field take different paradigms and represent the perspective of management, social networking, organizational psychology, information technology and other fields towards the phenomena of knowledge in the military and its management practices. Although previous studies on knowledge management in military have presented some literature overviews, this study is the first to provide a systematic analysis using content mapping. Systematic literature review using in-depth text mining and bibliometric networks are used as methods for this study. The data consist of theoretical, analytical and research papers retrieved from Web of Science Clarivate Analytics (VoS) (N=406) and Scopus databases (N=317). According to findings, knowledge management research in the military is performed in three streams. The larges stream represents management science paradigm. The second largest stream represents interdisciplinary perspective and the smallest stream is predominated by technical solutions in the military knowledge management. The results of in-depth text mining identify the recent trends in knowledge management research in the military. They are associated with knowledge integration and strategy.