Strategies for Introducing Organizational Innovation to Public Service Organizations

Collm, Alexandra; Schedler, Kuno

doi:10.1080/14719037.2013.822528

Cited by 31 publications

(24 citation statements)

References 31 publications

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“…This gap can result in the mismatch between the intended and actual use of managerial techniques which has variously been conceptualized as the lack of innovation fidelity (Lewis and Seibold 1993), misalignment between deliberate and emergent strategies (Omidvar and Kislov 2016) or incompatibility of the newly introduced knowledge with an organization's prior knowledge (Collm and Schedler 2014;Mariano and Casey 2015). According to Lozeau, Langley and Denis (2002), such a mismatch can take several forms:…”

Section: Evolution Of Managerial Techniquesmentioning

confidence: 99%

“…In recent decades, the public sector has experienced an upsurge of managerial strategies, tools and techniques aiming to increase its effectiveness and efficiency (Boaden et al 2008;Collm and Schedler 2014;Osborne and Brown 2011). These approaches are often viewed as rational, modern and progressive, enhancing the legitimacy of the adopting organization .…”

Section: Evolution Of Managerial Techniquesmentioning

confidence: 99%

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How do managerial techniques evolve over time? The distortion of “facilitation” in healthcare service improvement

Kislov

Humphreys

Harvey

2016

Public Management Review

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When applied to solving real-world problems in the public sector, managerial techniques are likely to evolve over time in response to the context of their implementation. The temporal dynamics of this evolution and its underlying processes, however, remain under-researched. To address this gap, we present a qualitative longitudinal case study of a UK-based knowledge mobilization programme utilizing "facilitation" as a service improvement approach. We describe the processes underpinning the distortion of facilitation over time and argue that an uncritical and uncontrolled adaptation of managerial techniques may mask the unsustainable nature of the resulting improvement outcomes captured by conventional performance measurement.

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Section: Evolution Of Managerial Techniquesmentioning

confidence: 99%

Section: Evolution Of Managerial Techniquesmentioning

confidence: 99%

How do managerial techniques evolve over time? The distortion of “facilitation” in healthcare service improvement

Kislov

Humphreys

Harvey

2016

Public Management Review

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“…To address external factors, the public sector needs to explore potential partnerships with key stakeholders, such as customers and private organizations, which requires a certain level of openness regarding the innovation process (Collm and Schedler 2014;De Vries et al 2015).…”

Section: External Environmentmentioning

confidence: 99%

“…Noting how regulation negatively impact innovation, scholars and policy makers are exploring frameworks that may facilitate innovation potential in diverse economic sectors (Collm and Schedler 2014). Blind et al (2004) argue that policy makers have shifted focus towards the regulatory framework as a means of promoting innovation.…”

Section: The Role Of Regulatory Regimes and Accountabilitymentioning

confidence: 99%

Regulatory influences on innovation in the public sector: the role of regulatory regimes

Wagner

Fain

2017

Public Management Review

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The purpose of this paper is to explore the impact of regulation on innovation within the public sector. This is done by integrating two separate frameworks, related to regulatory regimes and public sector innovation. Through a case study of the Scottish water sector a matrix integrating these frameworks has been empirically developed, illustrating a continuous improvement path for innovation in the Scottish water sector. Findings indicate that customer and shareholder accountability is manifest at the transitional interface of the regulatory regimes, facilitating movement within the different systems. Interplay with the accountabilities and adjustments to the regulatory regime are paramount for progress. Through incentives to establish partnerships, the Regulator provides conditions for new ideas to emerge with reduced risk of failure. Experimentation allows a new approach towards solving problems and enhancing innovation potential within the sector. The contribution of this paper is a framework demonstrating mechanisms required to move between government-centred, compliancebased regulation through to performance oriented regulatory regimes.

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“…Public management research has approached organizational innovation from an examination of firm-level and environmental factors that promote innovation in organizations (e.g., Borins, 2014); systems-based research on the use of crowdsourcing to spark organizational innovation (Collm & Schedler, 2014); and research that links managerial characteristics such as professional autonomy with the development of innovationfocused organizational cultures (Wynen, Verhoest, Ongaro, Van Thiel, & network, 2014).…”

mentioning

confidence: 99%

Factors Associated With Managerial Innovation in Public Human Service Organizations

Jolles

McBeath

Carnochan

et al. 2016

Human Service Organizations: Management, Leadership & Gover

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Strategies for Introducing Organizational Innovation to Public Service Organizations

Cited by 31 publications

References 31 publications

How do managerial techniques evolve over time? The distortion of “facilitation” in healthcare service improvement

How do managerial techniques evolve over time? The distortion of “facilitation” in healthcare service improvement

Regulatory influences on innovation in the public sector: the role of regulatory regimes

Factors Associated With Managerial Innovation in Public Human Service Organizations

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