Innovation in City Governments

Lewis, Jenny M.; Ricard, Lykke Margot; Klijn, Erik-Hans; Figueras, Tamyko Ysa

doi:10.4324/9781315673202

Cited by 21 publications

(16 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As has been suggested in related studies, this situation may have affected the goals and mindsets of Spanish public managers (e.g. Lewis et al., 2017). However, it is not clear how this contextual factor could affect our specific results.…”

Section: Limitations and Further Researchmentioning

confidence: 79%

Public managers’ perception of exploitative and explorative innovation: an empirical study in the context of Spanish municipalities

Barrutia

Echebarria

2020

International Review of Administrative Sciences

View full text Add to dashboard Cite

This article studies the contribution of exploitative and explorative innovation to the perceptions of economic and social value of local authorities in charge of sustainability-related innovation. The model proposed is tested capturing the perceptions of 656 local authorities. The research findings contribute evidence of complex linkages between innovation forms (i.e. exploitative and explorative) and facets of perceived value. Overall, the link between the perceptions of both forms of innovation and economic value fits March’s (1991) view. A positive effect of both exploitative and explorative innovation on economic value is found, coupled with a negative interaction effect. The influence of exploitative innovation is stronger than that of explorative innovation. However, this is only part of the story. We also consider the link between exploitative/explorative innovation and one additional facet of value: social value (in the form of network identification). The roles of both predictors are virtually opposite: identification is mostly explained by explorative innovation, rather than exploitative innovation. The social value dimension considered in this research adds an explanation as to why public organisations may focus on exploration or combine both exploitation and exploration. Points for practitioners • Public managers may focus on exploitative innovation (when economic value considerations are dominant) and on explorative innovation (when social value thinking prevails), or combine both activities. • Network promoters should not assume that public managers favour exploitative innovation over explorative innovation.

show abstract

Section: Limitations and Further Researchmentioning

confidence: 79%

Public managers’ perception of exploitative and explorative innovation: an empirical study in the context of Spanish municipalities

Barrutia

Echebarria

2020

International Review of Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…Consequently, the role of the state moved beyond supporting basic research, to a more encompassing systemic role which supports coordination and builds interaction capabilities between different (public and private) actors (Edler & Fagerberg, 2017). With this change, governments and public services became integral for innovation, and public sector organisations and public managers are now regarded as crucial for delivering it (Lewis et al., 2017). Some research specifically focuses on the attributes of public servants (e.g.…”

Section: Conceptual Framework: Innovation Definitions Problems and So...mentioning

confidence: 99%

“…Internationally, it is now some decades since the discussion of innovation moved beyond the notion that it is purely the realm of entrepreneurs in the private sector, to one that recognised that governments need to play more than a facilitation role in supporting the private sector to deliver innovation for nations (see Organisation for Economic Cooperation and Development [OECD] 1997; Lundvall & Borras, 2005; Lewis et al., 2017). Policy on innovation has expanded, broadened, and become concerned with making the public sector itself more innovative (Edler & Fagerberg, 2017; Perren & Sapsed, 2013).…”

Section: Introductionmentioning

confidence: 99%

Policy on innovation in Australia: Divergence in definitions, problems, and solutions

Lewis

Mikołajczak

2023

Aust J Public Adm

Self Cite

View full text Add to dashboard Cite

Innovation has joined the mainstream in many nations as governments search for new ways to tackle challenging societal and economic problems. But Australia is seen to be lagging on innovation policy. Is this related to how governments define innovation? What do they regard as the problem they are addressing? What proposed solutions follow from this? This paper examines how Australian governments have defined innovation over four decades, signalling their policy intentions about how to make the nation more innovative. Definitions of innovation are analysed using 79 Australian (national level) policy documents published from 1976 to 2019. Close reading of these documents suggests two main definitions: innovation as technology, and innovation as culture. Topic modelling uncovers more differentiated themes, shows how definitions change over time, and demonstrates an association between definitions and political parties in government. The divergent approaches suggest a lack of coherence and continuity to policy on innovation in Australia. Points for practitioners Innovation has expanded and broadened in its definition and governments and policymakers have paid increasing attention to it. In Australia, there are two main definitions of innovation used in policy—one related to technology and one related to culture. The technology view of innovation can be further divided into a focus on businesses or a focus on research and development (R&D). Different innovation definitions, problems, and solutions dominate at different times, with Coalition governments tending to favour business and technology over culture, and Labor governments doing the opposite. There are divergent approaches to policy on innovation in Australia which suggest a lack of coherence and consistency in policy over the long term.

show abstract

“…Research on innovation has largely focused on the private sector (Demircioglu & Audretsch, 2017). However, studies on innovation in the public sector have gained better traction in recent years (e.g., Cinar et al, 2021Demircioglu, 2021b;Demircioglu & Van der Wal, 2022;De Vries et al, 2016;Lapuente & Suzuki, 2017;Lewis et al, 2017;Torugsa & Arundel, 2016a, 2016b.…”

Section: Innovation In Public Organizationsmentioning

confidence: 99%

“…Organizational structures and innovation adoption. While not the focus of this research, it is important to recognize the potential influence of organizational structures on public sector innovation (Demircioglu, 2020;Lewis et al, 2017). To acknowledge the role of broader organizational structures, we include them as controls rather than the human capital variables that are the focus of this paper.…”

Section: Nontraditional Individual Human Capitalmentioning

confidence: 99%

Human Capital Drivers of Employee Intent to Innovate: The Case of Public Procurement Professionals

Dimand

Abutabenjeh

Rodriguez‐Plesa

et al. 2022

Review of Public Personnel Administration

View full text Add to dashboard Cite

Innovation is often promoted as the path to overcoming the burdens of bureaucratic organizations and fostering improved service to the public. In a moment where governments face dynamic administrative and policy challenges, there is great need for leveraging innovative ideas from public sector employees. What is less clear are which factors of employee human capital correlate with feeling encouraged to innovate. We test how three types of human capital influence innovation: organization level, industry specific, and individual specific human capital. We also explore whether there are differences in feeling encouraged to innovate linked to education, training, and demographics such as gender, race, and age. Using survey responses from 2,191 public procurement officers from various levels of government in the United States, we find human capital components including experience, education, training, and age correlate with feeling encouraged to innovate, though not always in expected ways.

show abstract

Innovation in City Governments

Cited by 21 publications

References 0 publications

Public managers’ perception of exploitative and explorative innovation: an empirical study in the context of Spanish municipalities

Public managers’ perception of exploitative and explorative innovation: an empirical study in the context of Spanish municipalities

Policy on innovation in Australia: Divergence in definitions, problems, and solutions

Human Capital Drivers of Employee Intent to Innovate: The Case of Public Procurement Professionals

Contact Info

Product

Resources

About