Innovations in governance

Moore, Mark H.; Hartley, Jean

doi:10.1080/14719030701763161

Cited by 315 publications

(256 citation statements)

References 13 publications

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“…Therefore, the public sector generates a sizable proportion of economic output and substantially more than the share of manufacturing in most countries (Arundel & Huber, 2013). Innovation in the public sector is of high policy interest as it has the potential to improve the efficiency and quality of government services (Moore & Hartley, 2008). Innovation in a public sector context is defined as the search for creative or novel resolutions to problems and demands, including new services, new organisational structures and improved process (Currie et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

Exploring leadership styles for innovation: an exploratory factor analysis

Wipulanusat

Panuwatwanich

Stewart

2017

Engineering Management in Production and Services

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Leadership plays a vital role in building the process, structures, and climate for an organisation to become innovative and to motivate team expectations toward innovations. This study explores the leadership styles that engineers regard as significant for innovation in the public sector. Exploratory factor analysis (EFA) was conducted to identify the principal leadership styles influencing innovation in the Australian Public Service (APS), using survey data extracted from the 2014 APS employee census comprising 3 125 engineering professionals in Commonwealth of Australia departments. EFA returned a two-factor structure explaining 77.6% of the variance of the leadership for innovation construct. In this study, the results from the EFA provided a clear estimation of the factor structure of the measures for leadership for innovation. From the results, the two factors extracted were transformational leadership and consideration leadership. In transformational leadership, a leader values organisational objectives, inspires subordinates to perform, and motivates followers beyond expected levels of work standards. Consideration leadership refers to the degree to which a leader shows concern and expressions of support for subordinates, takes care of their welfare, treats members as equals, and displays warmth and approachability. These findings highlight the role of leadership as the most critical predictor when considering the degree to which subordinates strive for creativity and innovation. Both transformational and consideration leadership styles are recommended to be incorporated into management training and development programs. This study also recommends that Commonwealth departments recruit supervisors who have both of these leadership styles before implementing innovative projects.

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Section: Introductionmentioning

confidence: 99%

Exploring leadership styles for innovation: an exploratory factor analysis

Wipulanusat

Panuwatwanich

Stewart

2017

Engineering Management in Production and Services

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“…In the 2000s, literature dealing with publicsector innovation tried to move away both from private-sector Schumpeterian approaches emphasizing novelty in action and from organizational-level changes towards innovation genuinely attributable to the public sector and towards discussing innovations in public services and governance (See, e.g., Hartley 2005; Moore and Hartley 2008;also Pollitt 2011). However, while there is a distinct attempt to discuss public-sector phenomena (i.e.…”

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confidence: 99%

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

Kattel

2015

NISPAcee Journal of Public Administration and Policy

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“…The second is the analytical understanding of how geo-information is co-produced by alliances of mapping agencies and spatially cognitive lay volunteers. It would consider this in the context of voluntarism as part of broader public governance innovations, underpinning the co-production of social services by state and non-state actors [24]. The third is the analysis of different forms that the governance of 'co-production' can take, in comparative, empirical, studies around the world.…”

Section: Discussionmentioning

confidence: 99%

An Assessment of the Accuracy of Volunteered Road Map Production in Western Kenya

et al. 2011

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Abstract:The introduction of web based mapping facilities that use satellite imagery, offers local people the possibility to map their environment. However, maps need to be accurate, which is the reason why map making is assigned to professionals. In this paper, we investigated the classification accuracy of road infrastructure from high resolution satellite imagery of an urban area in western Kenya achieved by surveyors and non-surveyors alike, with and without local knowledge. Those with local knowledge classified roads with over 92% accuracy on average, irrespective of surveying background. Professional surveyors and laymen without local knowledge achieved lower accuracies of 67.7% and 42.9% respectively. We argue that local knowledge is also likely to improve the classification accuracy of many other attributes featured in topographic maps and thus conclude that there is reason to consider engaging local expertise in the production and updating of topographic maps.

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Innovations in governance

Cited by 315 publications

References 13 publications

Exploring leadership styles for innovation: an exploratory factor analysis

Exploring leadership styles for innovation: an exploratory factor analysis

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

An Assessment of the Accuracy of Volunteered Road Map Production in Western Kenya

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Innovations in governance

Cited by 315 publications

References 13 publications

Exploring leadership styles for innovation: an exploratory factor analysis

Exploring leadership styles for innovation: an exploratory factor analysis

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

An Assessment of the Accuracy of Volunteered Road Map Production in Western Kenya

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