Dynamic Capabilities in Public Organizations

Piening, Erk P.

doi:10.1080/14719037.2012.708358

Cited by 182 publications

(145 citation statements)

References 105 publications

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“…This perspective tends to focus more on the path dependency of (public) organizations, on the one hand and their operational capacity building to promote change, on the other hand (see Piening 2013). We may call this a more entrepreneurial perspective on leadership.…”

Section: Theoretical Overview: Leadership and Innovationmentioning

confidence: 99%

“…The entrepreneurial perspective on leadership -which is strongly present in recent theories of dynamic capability, for instance, but also in work on more strategic styles of leadership (Van Wart 2012) -emphasizes the strategic capacity to act, but also points to the path dependency of organizations that can find themselves caught up in their past routines and organizational behaviour (Teece 2007;Piening 2013). Seen from the entrepreneurial leadership perspective, leaders initiate change through strategic actions, reshaping organizational routines and (re)mobilizing resources.…”

Section: Entrepreneurial Leadership Perspective: Transforming Public mentioning

confidence: 99%

“…Public-sector environments change rapidly due to frequent changes in policy or in the societal environment in which public organizations must operate (Pablo et al 2007;Piening 2013). The entrepreneurial perspective on leadership -which is strongly present in recent theories of dynamic capability, for instance, but also in work on more strategic styles of leadership (Van Wart 2012) -emphasizes the strategic capacity to act, but also points to the path dependency of organizations that can find themselves caught up in their past routines and organizational behaviour (Teece 2007;Piening 2013).…”

Section: Entrepreneurial Leadership Perspective: Transforming Public mentioning

confidence: 99%

See 2 more Smart Citations

Assessing public leadership styles for innovation: a comparison of Copenhagen, Rotterdam and Barcelona

Ricard

Klijn

Lewis

et al. 2016

Public Management Review

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This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some of these proved to be more robust than others. Analysis of the three cities reveals a nuanced set of leadership styles, which include a transformational style, and one that is more dedicated to motivating employees, risk-taking and including others in decision-making. This suggests the need for more research on leadership and public-sector innovation.

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Section: Theoretical Overview: Leadership and Innovationmentioning

confidence: 99%

Section: Entrepreneurial Leadership Perspective: Transforming Public mentioning

confidence: 99%

Section: Entrepreneurial Leadership Perspective: Transforming Public mentioning

confidence: 99%

See 1 more Smart Citation

Assessing public leadership styles for innovation: a comparison of Copenhagen, Rotterdam and Barcelona

Ricard

Klijn

Lewis

et al. 2016

Public Management Review

View full text Add to dashboard Cite

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“…increasing financial cutbacks, a rising demand for services and quality and a push towards performance-related management [8] Since PSO often have to achieve conflicting goals imposed upon them by numerous stakeholders simultaneously, this imposes challenges on the sustainable development of knowledge assets, which are often seen as secondrate resources. PSO furthermore partake in complex global and local networks of political, societal and economic interdependencies, enabled in part by the expanding capabilities of information and communication technologies [9].…”

Section: Introductionmentioning

confidence: 99%

“…This has implications for public organizations involved in PPP projects, as this increases the necessity to resourcefully combine new, innovative and existing insights to develop dynamic competencies in support of organizational goals, e.g. the successful initiation, implementation and monitoring of PPP projects [7] [8].…”

Section: Introductionmentioning

confidence: 99%

Development and Application of an Inter-Organizational PPP Knowledge Transfer Effectiveness Model for Knowledge Sourced in Public Sector Organizations

Aerts

Haezendonck²

2017

AJIBM

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The research aim is to develop and apply the conceptual inter-organizational knowledge transfer effectiveness (IOKTE) model to the inter-organizational transfer of Public-Private Partnership (PPP) related knowledge between public sector organizations in Flanders. The model assumes a relationship between an individual's ability to make PPP-related decisions and the extent to which knowledge is sought after, applied and shared in an inter-organisational manner within the public sector. The inter-organizational transfer of knowledge studied in this article is specific to PPP in Flanders and studied for public sector actors active at diverse policy levels. The aim is to uncover the extent to which the current system of inter-organizational knowledge transfer fits the user's satisfaction, expressed as the extent to which the use of the system improves the perceived decision-making on PPPs. The results indicate that searching for, sharing and using PPP-related knowledge sourced in public sector organizations improve the perceived decision-making ability. The research establishes that the current public sector PPP knowledge transfer system is perceived as being effective, yet for the assessment of its efficiency, insufficient data is found. Issues that stand to be improved are the fragmentation of the knowledge assets and the access across policy levels.

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Integrating a dynamic capabilities framework into workplace e‐learning process evaluations

Costello

McNaughton

2018

Knowl Process Manag

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The goal of workplace e‐learning programmes is to improve employee capabilities in order to enhance organisations' performance. However, notions of sustained performance in strategic management have moved from measures of production and profit to innovation and adaptation. We therefore suggest that the design and evaluation of e‐learning should also be consistent with the dynamic capabilities framework, which suggests that sustained superior performance results from an organisation's ongoing ability to alter operational routines in line with environmental requirements. With the intent of showing how e‐learning can be configured and evaluated to support the development of dynamic capabilities, we present findings of an exploratory qualitative study that examines e‐learning processes and evaluations in 12 New Zealand organisations. Our analysis reveals that organisations operating in more dynamic environments are likely to use e‐learning to support innovative and adaptive processes, and evaluate their e‐learning accordingly. This study's findings expand our overall understanding of the dynamic capabilities concept, and shows how e‐learning can be aligned to the achievement of more fluid objectives.

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Dynamic Capabilities in Public Organizations

Cited by 182 publications

References 105 publications

Assessing public leadership styles for innovation: a comparison of Copenhagen, Rotterdam and Barcelona

Assessing public leadership styles for innovation: a comparison of Copenhagen, Rotterdam and Barcelona

Development and Application of an Inter-Organizational PPP Knowledge Transfer Effectiveness Model for Knowledge Sourced in Public Sector Organizations

Integrating a dynamic capabilities framework into workplace e‐learning process evaluations

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