Insights into Kenya’s public sector innovation: the case of managers

Abstract

Purpose The purpose of this paper is to assess innovation in public sector organisations (PSOs) from the middle managers’ perspectives. Several studies have been conducted on innovation drivers in organisations; however, such studies are limited when it comes to the public sector. Innovation is a term that has been synonymous with the private sector, until of late when public sector organisations adopted the terminology. Design/methodology/approach The present study adopts a qualitative approach. The findings are based on a sample of selected 16 middle managers from two PSOs in Kenya. The study relies on focus group discussions (FGDs) to collect data. The data are analysed thematically, based on categorisation. Findings First, the results identified drivers, barriers, strategies to overcome barriers, innovation outcomes/indicators and the status of innovation in Kenya’s public sector. Second, the study points to policy directions, theory and practice. Research limitations/implications The study suggests that innovation drivers in the public sector greatly depend on government and top management, particularly the way they craft policies and provide support for innovative behaviours. The current findings are limited to innovation activities of the public sector in Kenya, specifically the two organisations. Originality/value The findings from this research can aid the understanding of the nature of innovation in PSOs given that it is empirically based on middle managers’ insights.

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The Role of Soft Skills for Innovation at the SME Sector in Malaysia

“…Leaders that are dependable and committed are typically vital in driving innovation and stimulating critical thinking and problem solutions (Martensen et al, 2007). Agolla and Van Lill (2017) also stated that the support of the management and colleagues, which will give inspiration to innovation. There are different kinds of leadership that helps innovative outcome like Transformational leadership (Jia et al, 2018), Participative Leadership (Miao et al, 2014), and Supportive Leadership (Tung & Yu, 2016).…”

Determinantes de Innovación Pública en Ecuador: Un Análisis Descriptivo.

“…De esta forma, los trabajadores, mandos medios y diversidad de personal son fuente de innovación (Mulgan, 2007;Mulgan & Albury, 2003;Torugsa & Arundel, 2015), adicionalmente, las autoridades principales tienen fuerte influencia para el desarrollo de la innovación en los mandos medios, a través del desarrollo de políticas adecuadas que apoyen a la innovación (Agolla & Lill, 2017); la educación, capacitación y capacidad de aprendizaje de los trabajadores están relacionadas positivamente con la innovación (Marr, 2009;Sánchez & Castrillo, 2006;Bingham, 1978;Lonti & Verma, 2003); el conocimiento y capacitación de los trabajadores son recursos intangibles importantes (Agolla & Lill, 2013;Sánchez & Castrillo, 2006). Sin embargo la verdadera cuestión está en gestionar adecuadamente estos recursos en beneficio de la innovación y la transformación de conocimiento tácito en codificado para ser difundido e incorporado (Nonaka & Takeuchi, 1995).…”

“…Así, a través de doce estudios de caso en gobiernos locales se identifica que la gestión de necesidades internas y externas es importante ya que presenta esquemas diferentes para la gestión de la innovación por parte de las autoridades (Bartlett & Dibben, 2010). En cuanto al análisis detallado de factores que inciden en la innovación de las organizaciones públicas, el rol de los mandos medios es analizado a profundidad, identificando su importancia, barreras y limitaciones para la gestión de la innovación (Agolla & Lill, 2017). Finalmente, las investigaciones previas destacan diferentes tipos de relación entre determinantes e innovación pública (Arundel & Huber, 2013;Torugsa & Arundel, 2015;Walker, 2008;Agolla & Lill, 2013).…”