Public Sector Innovation and Entrepreneurship: Case Studies from Local Government

Innovation in public services: The case of Spanish local government

“…This research confirms that the Miles and Snow model is valid to define the strategic profile of public administrations as regards the innovation degree, due to the fact that those more innovative organizations are at the same time those more clearly belonging to the prospective profile. Barlett and Dibben (2002) Studying the nature of public sector innovation and entrepreneurship 12 case studies at English local government Ihrke, Proctor & Gabris (2003) Studying the relationship between the credibility of administrative leaders, the level of conflict at city councils and the relationships between city councils and administrative staff with the perception of success of innovations at local government 179 surveys at Wisconsin municipalities (USA) Boyne et al (2005) Examining the impact of internal and external constraints on the utilization of an innovative management reform scheme. …”

A Nurse and a Civil Servant changing institutions: Entrepreneurial processes in different public sector organizations

“…In her role of assisting municipal employees to start their own businesses, she sought help from the liberal and conservative politicians. The relationship between the Civil Servant and one conservative politician resembled that of the champion and the sponsor (Bartlett & Dibben, 2002). However, she also got legitimacy from her allies outside the municipal organisation, such as at the university, local business-support organisations, banks and insurance companies.…”

“…In the public sector, they argue, entrepreneurs need to possess strong political skills, the ability to develop power sources, use the media, redesign the system, use external forces and build support among politicians', unions' etc. Among the few existing empirical studies on entrepreneurial processes in the public sector, are those by Bartlett & Dibben (2002), and Zerbinati & Souitaris (2005). Based on 12 cases, Bartlett & Dibben (2002) argued that there was a need for not only the 'champion', but also his or her 'sponsor' to provide authorisation and political support within the organisation.…”

“…Among the few existing empirical studies on entrepreneurial processes in the public sector, are those by Bartlett & Dibben (2002), and Zerbinati & Souitaris (2005). Based on 12 cases, Bartlett & Dibben (2002) argued that there was a need for not only the 'champion', but also his or her 'sponsor' to provide authorisation and political support within the organisation. Two kinds of champions were identified, the public champion, driven by the needs of the public, and the empowered champion, interested in change for its own sake but also in making a mark.…”

“…Indeed, the sector is often considered as the absolute opposite of entrepreneurship. Consequently, there is still a lack of empirical studies on entrepreneurship in the public sector (Morris & Jones, 1999;Bartlett & Dibben, 2002), and especially of studies focusing on the entrepreneurial processes within their contexts (cf Gartner, 1989).…”