Abstract
The present economic realities, the effects of globalization, the thirst for innovation and the public’s demand for improved services have led many developing states to review their approaches to service delivery. Most public service managers and professionals spend most of their time dealing with the day-to-day pressures of delivering services, operating and reporting to senior managers, legislators and agencies. They have little or no time to think about innovation, which would ease the pressures and burdens of service delivery. The intention of this paper is to point out the fact that capacity building is the bedrock of new public management development. This paper proposes that innovation management could be used as a form of organizational learning capability in challenging the maze of diplomacy and negotiation with experienced multinational extractive industries for the benefit of developing states. This could be achieved through excellent public investments and nurturing capability, from which they execute effective innovation processes, leading to new service innovations and processes, and superior service performance results. To achieve this objective, extensive literature on innovation management and organizational learning was consulted and the need for future research. In trying to unpack the discussion in the paper, the New Public Management Theory (NPMT), which is a pro-private sectors human resources management is proposed, though other available theoretical positions are explored taking into consideration the lapses entrenched in NPMT. Keywords: innovation, NPMT, learning culture, public management, developing states, development. JEL Classification: O10
Highlights
In the present fast-tracking changing environment, bureaucrats are contending with the challenges of improving their performance in order to take advantage of new public management (NPM) perspective in service delivery, and build a competitive edge over the private sector (Drezner, 2004, p. 26)
Part 1 is the general introduction; part 2 examines the concept of innovation and how it can improve the public sector in developing states through New Public Management Theory (NPMT); part 3 interrogates public sector innovation management process; part 4 focuses on learning culture; the penultimate section examines organizational learning; and part 6 is the conclusion and possible recommendations
In order to execute innovation in the public service, training and development of employees using the NPMT perspective is very important, whereby activities of public institutions would be likened to private business
Summary
In the present fast-tracking changing environment, bureaucrats are contending with the challenges of improving their performance in order to take advantage of new public management (NPM) perspective in service delivery, and build a competitive edge over the private sector (Drezner, 2004, p. 26). In the present fast-tracking changing environment, bureaucrats are contending with the challenges of improving their performance in order to take advantage of new public management (NPM) perspective in service delivery, and build a competitive edge over the private sector The number of perspectives on how public sectors can develop organizational capabilities in order to achieve competitive advantage has obtained considerable attention in innovation management. As companies become increasingly focused on innovation, performance hurdles for success increase considerably, most especially if it is a “sustaining innovation” (Mezue et al, 2015) Even though Peter Senge’s description draws mainly from experiences and insights gained in the private sector, his work has inspired many working in the public sector This brings about the need for NPMT as an instrument of our discussion. Part 1 is the general introduction; part 2 examines the concept of innovation and how it can improve the public sector in developing states through NPMT; part 3 interrogates public sector innovation management process; part 4 focuses on learning culture; the penultimate section examines organizational learning; and part 6 is the conclusion and possible recommendations
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