Methodological Framework on Entrepreneurial Orientation and Innovation in the Public Sector

Abstract

This research aims to expand the conceptualization of the individual and organizational characteristics which are associated with organizational Entrepreneurial Orientation (EO) in public administration. It also attempts to provide organizations and their administrators, public officers, strategy and public policy makers, with a strong framework, supported by valuable information, on how to create an effective working environment which encourages the development of EO behavior. A theoretical framework and a theoretical methodological tool were designed in order to demonstrate such relations. By capturing the employee perceptions on attitudes, behavior and practices in their workplace, it is examined whether a public organization is innovative and entrepreneurial oriented. Knowing more about the observed variables, this research will provide information which would reveal the organizational and the individual characteristics which will support, promote and amplify the ΕΟ within the working environment of public organizations.

Job Satisfaction Measurement Tool for Public Sector Executives Case Study: Customs Officers in Greece

“…In general, innovative and entrepreneurial behavior, not only in terms of economic benefit, but more in the light of added value, can lead to a change in behavior and mindset in an organization, promoting creative and innovative thinking (Karyotakis & Moustakis, 2017).…”

“…In public administration, aspects of creating added value can be to improve the quality, efficiency, effectiveness or greater ability to choose and use the services provided (Karyotakis & Moustakis, 2017) with greater justice, as well as to satisfy the citizen, producing a social footprint and creating a sense of trust (Karyotakis & Moustakis, 2016). By changing the mindset of outdated bureaucratic processes and perceptions of the public sector, flexibility and innovation can be enhanced by encouraging new ideas.…”

“…In order to record the degree of satisfaction with the work of public sector executives, a methodological tool (questionnaire) was created to collect primary data, from a sufficient number of executives in a relatively short time. Karyotakis and Moustakis (2017) typically report that civil servants, although they are the backbone of public administration, often do not question their views and are therefore not taken into account in formulating an organization's policies and strategies.…”

“…However, several revisions and adjustments have been made, so that the created tool is impartial and applicable to executives of the Greek public administration. Initially, a pool of objects was created, which was based on definitions and already designed scales, and then quantitative and qualitative measurements (pretests) were made (Karyotakis, 2019).…”

“…All questions were artfully scattered throughout the questionnaire. For best outcome, the process of double-back translation was followed, from English (original source) to Greek (target language) and vice versa (from target language to source), by skilled and experienced translators, independently, without being aware of the previous questionnaire (blind translation) (Karyotakis, 2019); (Brislin, Lonner, & Thorndike, 1973;Werner & Campbell, 1970). The questions were compared and adapted to the specifics of the Greek public administration (localization), confirming the adequacy and equivalent meaning (Karyotakis, 2019).…”