Abstract
Theories of a service or public sector logic stress that involving users in developing public sector innovations will produce better outcomes, but outcomes also could be influenced by the type of user involvement. We evaluate the relationship between interactive and non-interactive methods of involving users in innovation activities, along with six other factors, on a sample of management reported post-implementation outcomes from public sector innovations. A set-theoretic analysis is applied separately for service and process innovations to identify combinations (recipes) of eight factors associated with positive outcomes. Both interactive and non-interactive user involvement is associated with positive outcomes, but such involveme is always combined with other innovation capabilities or senior management support for innovation. The results have practical implications for managers for how to assemble resources to improve innovation outcomes.
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