Innovation readiness in public sector service delivery: an exploration

Abstract

We set out in this study to examine the mechanisms (specific knowledge management practices) required to operationalize service innovation readiness within public sector service delivery. Data is obtained from 150 service delivery managers drawn from public sector service organizations within the emirate of Sharjah. Sampling is undertaking utilizing a 38 factor knowledge management-focused service innovation readiness questionnaire developed from the literature. Analysis of the data is via variable ranking and multidimensional scaling (MDS). The findings of the study suggest the existence of four knowledge management-based imperatives which are construed as managerial mechanisms for public sector service innovation readiness. These are (i) 'Knowledge core competence' (knowledge as a key strategic asset) (ii) 'Organizational structure' (internal patterns of organizational communication, authority and relationships) (iii) 'Responsiveness to change' (propensity to engage in both purposeful and timely behavioral change in response to modulating stimuli), and (iv) 'Innovativeness' (relative earliness in adopting innovation). The findings lead to a service innovation readiness typology which is oriented towards ensuring that public sector entities are able to effectively and efficiently deliver innovative services that meet both operational mandates and national visions of service expectations.

The impact of economic and political imperatives on the successful use of public-private partnership (PPP) in projects

“…In addition, Structural Equation Modelling (SEM) analysis was undertaken to test the above hypotheses ('H1', 'H2' and 'H3'). Figure 2 (below) provides a diagrammatical representation of the overall study approach, adapted from an earlier similar study by Ojiako et al (2022). The data used in this test were collected through questionnaire because it has been found highly appropriate for SEM studies (Ershadi et al 2019;Osei-Kyei and Chan 2019).…”

The Impact of Facilitating Conditions on Innovation Readiness in the Dubai Public Sector

“…Innovation readiness focuses on harnessing factors such as the development of ideas, the acquisition of resources and their allocation, and the implementation of the projects (Ojiako, 2022). A country's level of innovation readiness is heavily determined by how well the leadership invests its time and resources to develop the innovation sector.…”

“…A country's level of innovation readiness is heavily determined by how well the leadership invests its time and resources to develop the innovation sector. Other factors include technological advancement and the availability of a conducive environment favoring innovation (Chipulu, 2022).…”

Organizational structure, agility, and public value-driven innovation performance in the UAE public services

“…In contrast, the traditional Weberian bureaucratic organizational structure, characterized by high centralization and formalization, has persisted in the public sector for over a century. However, this monolithic organizational structure has had dysfunctional consequences under the influence of significant socioeconomic, technological, and political changes [ 11 , 12 ]. The extant literature underscores that an organic organizational structure facilitates effective change management, enhances organizational agility, and contributes to substantive public value creation [ 13 , 14 ].…”