Innovation In Public Sector Organizations Research Articles

The Role of Innovation-Driven Leadership in Public-Sector Innovation: The Case in Emerging Economies

Public sector organizations today must confront a steady stream of challenges, push against the status quo, and to be creative in capturing opportunities to effectively serve the public. Emerging economies’ public sector organizations have been slow to adopt change or innovate. Using the UAE as a case study, this study provides valuable insights into the relationship between innovation-driven leadership and innovation in public-sector organizations in emerging economies. Utilizing qualitative data from sixteen government and semi-government organizations’ leaders, the results indicate that innovation-driven leadership is essential in developing a culture of innovation and transformational leadership style is the more effective leadership style.

Aktualisasi Budaya Inovasi pada Organisasi Sektor Publik

A culture of innovation is not just an option, but an urgent need to maintain the competitiveness of public sector organizations amidst rapid change. In this context, a culture of innovation is a vital aspect in strengthening the competitiveness of an organization, especially in the public sector which plays a crucial role in public services. In researching the actualization of innovation culture in public sector organizations, a qualitative approach with descriptive methods is the right choice. A qualitative approach allows researchers to gain a deep understanding of a complex and multidimensional phenomenon such as innovation culture. From the discussion that has been described, it can be concluded that the actualization of a culture of innovation in public sector organizations is an urgent need in facing the complexity and dynamics of an ever-changing environment. The main problems faced by public sector organizations, such as resistance to change, complex bureaucracy, and low employee involvement, are the main obstacles in realizing an effective innovation culture. However, by adopting a qualitative approach with descriptive methods in research, as well as involving various stakeholders in the process, organizations can gain a deeper understanding of the dynamics of existing innovation culture and explore strategies that can be implemented to overcome them.

Leadership and Innovation in Public Sector Organizations: A Case-Study of the Emirate of Dubai

This qualitative study is based on extensive interviews from government and semi-governments organization in the Emirate of Dubai. The study found a strong relationship between leadership and innovation in public-sector organizations of Dubai. Creation of innovation culture has a positive impact on organizational performance as well.

Barriers to innovative activity in the sustainable development of public sector organizations

In today’s modern economy, and according to the growing economic, social, and environmental challenges, it is becoming more important for organizations to strive towards sustainable development. Any innovation is related to the sustainable development of an organization, and these innovations concern changes in the management, technological, and ecological activities. This applies both to enterprises and public sector institutions. Within the public sector, there are some specific and significant barriers that can have an impact on innovation, and in consequence, on the sustainable development of an organization.In the article the Authors attempted to answer two research questions: What are the main barriers to implementing innovation in public sector organizations? Do the innovations affect the sustainable development of an organization?The aim of the article is to present examples of barriers to innovation in organizations (identification and classification of barriers). For this purpose, the Authors conducted relevant literature reviews, inductive and deducting reasoning, and then presented the results of their research.The barriers in the public sector often do not just disturb but even stop the process of innovation. Therefore, organizations must have abilities to identify innovation process barriers and to develop the appropriate management instruments. On the basis of the conducted research, the barriers to innovative activity indicated by managers were divided into external and internal. Within internal barriers, there were distinguished organizational, human resources, communication, management, and financial barriers. Only one external barrier was identified - the lack of state policy in the field of supporting innovation in public institutions.There is a little scientific output (including theoretical and empirical studies) in the field of barriers to innovative activity in the sustainable development of public sector organizations. This article can therefore fill the gap and lead to further theoretical and empirical research. The results of the study may be useful to other researchers as well as executives in the studied organization and other public sector institutions.

Innovation in public organizations: do government reforms matter?

PurposeThe purpose of this study is to examine the impact of New Public Management (NPM) reforms/practices on innovation in public sector organizations. Although much is written on NPM, the assumption that NPM reforms stimulate organizational innovation has not been empirically tested. The present study is an attempt to bridge this research gap.Design/methodology/approachBuilding on open-systems approach, institutional theory, and innovation research, this study argues that organizational innovation occurs in response to stimuli in the external (environmental factors) and internal environment (organizational factors), considering NPM reforms/practices as a proxy for external or environmental factors. Organizational factors include formal structural complexity, senior management support and job security. The study tests this model using data from a national survey conducted in five states in the US.FindingsThe study provides empirical insights into our understanding of the factors that drive innovation in public sector organizations. The study finds that although environmental factors are as significant as organizational factors in driving innovation in the public sector, senior management support remains the most important predictor of innovation.Originality/valueThis paper fulfils an identified need to study the effect of NPM reforms and practices on innovation in public organizational settings.

Innovation in Delivering Public Health Service: Practice In Banyuwangi Regency – Indonesia

Objective - The objective of this study is to elaborate that innovation in public sector organizations (PSOs), especially in delivery of public service, is not mostly determined by top management in the public sector. A new paradigm of public management has led to the creation of a new cooperation scheme across actors in forms of co-design, co-production, and collaboration between public service supplier(s) and users. In the public sector, interconnectedness among actors to make innovation in public service delivery is rare. Methodology/Technique – The method of this research is a case study of 3 different health agencies (Puskesmas) in the Regency of Banyuwangi, East Java Province, Indonesia. All three Puskesmas agencies represent 3 different cultures influencing the practice of innovation in public health service delivered by them. Finding - The findings reveals that the practice of innovation in public service delivery within new paradigm of public management by which interconnectedness between public agency and local communities has occured. The findings of this study show that there is strikingly different impact of innovation delivered by the 3 Puskesmas agencies. Novelty - This study contributes to existing literature on public or organizational management that culture values of local communities as target groups cannot be neglected in implementing innovation in PSOs. Type of Paper: Empirical. Keywords: Innovation, Public Service, Health Service, Banyuwangi, Indonesia. Reference to this paper should be made as follows: Asmara, A. Y; Rahayu, A.Y.S. 2020. Innovation in Delivering Public Health Service: Practice in Banyuwangi Regency – Indonesia, Global J. Bus. Soc. Sci. Review, 8(1): 12 – 21. https://doi.org/10.35609/gjbssr.2020.8.1(1) JEL Classification: H80, H89.

Intensity of innovation in public sector organizations: The role of push and pull factors

AbstractThe public sector is under pressure to provide new public services with increasingly scarce resources. In response, practitioners and academics have called for more innovation in the public sector. Our understanding of sources of innovation within public sector organizations, however, is inadequate. Motivated by this gap, we develop a conceptual model of how push and pull sources enable innovation within public sector organizations. Key to our theory is that push and pull sources of innovation are enabled by innovation capabilities. Five hypotheses are tested using cross‐country survey data from European public sector organizations. Empirical analysis offers strong support for the central role played by innovation capability in enabling push and pull sources of innovation within public sector organizations. This article advances knowledge of the sources of innovation in the public sector and extends theorizing on push and pull mechanisms by examining their relevance to innovation in a public sector context.

Outcome, process and support: analysing aspects of innovation in public sector organizations

ABSTRACTThe authors present an analytical model to distinguish between different aspects and modes of innovation. By showing how innovation in the public sector differs from the private sector, this paper is an important stepping-stone to understanding and supporting innovation in the public sector.

Innovation in public sector organisations: a preliminary literature review and some implications for research in developing countries

The relationship between the innovative capabilities of public sector organisations and the underlying learning processes has only recently been explored in the research in public sector innovation. This paper presents a preliminary literature review of empirical studies published in the last two decades focused on organisational learning and innovative capabilities within the area of public sector innovation. This review shows the advances in the study of organisational learning efforts improving existed innovative capabilities and organisational performance, mostly in the context of advanced economies. However, the process through which organisations engage in efforts to build innovative capabilities has hardly been explored. Allegedly, public sector organisations in developing countries will greatly benefit by exploring the process of innovative capability building, the underlying role of learning, and its outcomes. This review contributes to our understanding of innovation in public sector organisations and the process of innovative capability building, providing suggestions for future research.

Innovation in public sector organisations: a preliminary literature review and some implications for research in developing countries

The relationship between the innovative capabilities of public sector organisations and the underlying learning processes has only recently been explored in the research in public sector innovation. This paper presents a preliminary literature review of empirical studies published in the last two decades focused on organisational learning and innovative capabilities within the area of public sector innovation. This review shows the advances in the study of organisational learning efforts improving existed innovative capabilities and organisational performance, mostly in the context of advanced economies. However, the process through which organisations engage in efforts to build innovative capabilities has hardly been explored. Allegedly, public sector organisations in developing countries will greatly benefit by exploring the process of innovative capability building, the underlying role of learning, and its outcomes. This review contributes to our understanding of innovation in public sector organisations and the process of innovative capability building, providing suggestions for future research.

Innovation in public sector organisations

Public sector organisations around the globe consider the development of new ideas and innovation paramount and inevitable. This is attributable to the intense global competition and rapid technological development. Innovation is the successful implementation of ideas and processes to tackle existing problems and develop new opportunities. The in-depth literature review identified leadership behaviours, the impact of organisational climate and culture on innovation, and barriers to overcome in order to promote innovation in the public sector. A conceptual model illustrates the relationships between innovation and other critical concepts identified throughout the paper.

A Conceptual Framework of the Factors Influencing Innovation in Public Sector Organizations

There is little consensus of common understanding of innovation in bureaucratic organizations; thus, leading to minimal enhancement to the growth and execution of innovation in this sector. It is apparent that practitioners and scholars are not on the same page regarding public sector innovation research. The market innovation literature along with perspectives on public sector innovation showed that within any organization, an innovative culture must be supported by individuals in power. One major challenge for practitioners is to develop systems, processes, and climates that promote and demonstrate innovation and creativity. In other words, the development of a supportive climate for enhancing employees' innovative behaviour and creativity is not an option. While much public sector research is centred on why the public sector should change and what changes should be made, little is known about how to encourage the whole systems towards having greater innovation capacity. Public organizations are constantly under severe pressure to produce more value for their communities. The complex nature of the term innovation particularly in the government made it essential for public services to engage with the concept. In addition, key leadership behaviours and styles for managing and promoting innovation in the public sector is crucial part of this paper. The objective of this paper is to critically review academic publications in innovation and leadership in public sector organizations. From the review and analysis of literature, the paper determines what is required, and what constraints are imposed by organizational and environmental factors to nurturing or fostering a culture of innovation in the government sector. A conceptual framework is gradually developed based on the analysis and knowledge obtained from relevant literature. Hence, the researchers discuss achievable and indispensable factors that might promote or enhance a culture of innovation in the public sector

Insights into Kenya’s public sector innovation: the case of managers

PurposeThe purpose of this paper is to assess innovation in public sector organisations (PSOs) from the middle managers’ perspectives. Several studies have been conducted on innovation drivers in organisations; however, such studies are limited when it comes to the public sector. Innovation is a term that has been synonymous with the private sector, until of late when public sector organisations adopted the terminology.Design/methodology/approachThe present study adopts a qualitative approach. The findings are based on a sample of selected 16 middle managers from two PSOs in Kenya. The study relies on focus group discussions (FGDs) to collect data. The data are analysed thematically, based on categorisation.FindingsFirst, the results identified drivers, barriers, strategies to overcome barriers, innovation outcomes/indicators and the status of innovation in Kenya’s public sector. Second, the study points to policy directions, theory and practice.Research limitations/implicationsThe study suggests that innovation drivers in the public sector greatly depend on government and top management, particularly the way they craft policies and provide support for innovative behaviours. The current findings are limited to innovation activities of the public sector in Kenya, specifically the two organisations.Originality/valueThe findings from this research can aid the understanding of the nature of innovation in PSOs given that it is empirically based on middle managers’ insights.

Conditions for innovation in public sector organizations

While a large literature has emerged on the likelihood of innovative activity for firms in the private sector, due to a scarcity of data little is known why innovative activity varies across organizations in the public sector. By utilizing a new source of data, the 2012 Australian Public Service Commission data (n=21,093), this paper is able to overcome these data constraints and provides one of the first studies focusing on the likelihood of innovative activity in the public sector. The empirical evidence suggests that important conditions specific to the public organization influence the likelihood of innovative activity. In particular, experimentation, responding to low-performers, the existence of feedback loops, and motivation to make improvements enhance the likelihood of innovative activity. In contrast, budget constraints do not have a statistically significant effect on single innovation. Thus, the results of this study suggest that intrinsic factors such as experimentation and motivation to improve performance are crucial for achieving innovation in the public sector context.

A structural equation modelling of innovation in public sector organisation

The purpose of the present study is to assess innovation in public sector organisations using a structural equation modelling (SEM) approach to test the structural relationships between latent variables that are predictors to innovation. Data were collected from participants of three public sector organisations in Kenya. The sample consisted one hundred and eighty-six employees participated in the present survey. Measurement instrument consisted 115 items rated on Likert-type scale ranging from 1 strongly disagree to 5 strongly agree. Data were analysed using AMOS 16 software integrated with SPSS 17 to test the model. The results of the SEM identified top management practices, leadership practices, technology, social and overcoming barriers as having strong positive relationships with innovation outcomes / indicators. The study suggests a model for the assessment of innovation in the public-sector organisations. The results of the present research have implications for policy makers as well as public sector practitioners. A measurement scale was developed based on a literature stream from both public and private sectors, a model was developed and tested using structural equation modelling.

An empirical investigation into innovation drivers and barriers in public sector organisations

Purpose Innovations provide a vital stimulus for economic growth. Through innovations, public sector organisations (PSOs) need to grow the economy to provide for the needs of their citizens. The purpose of this study is to identify innovation drivers and barriers in PSOs in Kenya. The paper aims to contribute to the understanding of the antecedents of innovations and to offer insight to PSOs to foster such innovations. Design/methodology/approach This research was conducted in two PSOs in Kenya. The participants of the present study consisted of a sample of 186 managerial and non-managerial employees. Empirical data were analysed using descriptive statistics, factor analysis and multiple regression analysis. Findings First, the results indicate that drivers of innovation in PSOs are: leadership practices, social factors, technological factors and management practices. Second, the results reveal that poor management practices and over-reliance on existing resources, among others, are barriers to public sector innovation. Third, the study indicates that management practices and leadership practices are factors to consider in overcoming barriers. Research limitations/implications As the present study was conducted with a convenience sample of 186 respondents from 2 purposively selected PSOs in Kenya, the extent to which the results could be generalized may be in doubt. However, as the aim of the study was theory testing, the study makes a contribution in this regard rather than doing a representative survey. Practical implications The study offers a first-hand insight into public sector innovation from the perspective of a developing country, Kenya, an area that has been neglected by researchers. The present study has implications for theory, practice, research and policy development, mainly in Kenya, but also for comparable situations worldwide. Originality/value The present study represents a first attempt to investigate the drivers, barriers, overcoming barriers and outcomes to innovations in a single study of PSOs from a developing nation. The present study provokes both academics and policy makers to rethink approaches to nurture innovations in the public sector.

Environment-Strategy and Alignment in a Restricted, Transitional Economy: Empirical Research on its Application to Iranian State-Owned Enterprises

Successful innovation strategy relies on experience gained from a complexity of understanding, anticipating and managing the global business environment. But, although much research has examined strategies of private sector organizations in Western economies, there are relatively few studies of innovation in public sector organizations of transitional and protected economic environments, such as Iran. Consequently, this work investigates Iranian state-owned enterprises (SOEs) and how senior managers’ approach towards innovativeness and learning can affect organizational performance. These managers work in an uncertain environment, regulated by the state but subject to business environment challenges created by UN sanctions, as well as global market competition. This study draws on innovation and learning orientation theory to develop a strategy-centered model based on a survey of 127 Iranian SOEs. Despite the limitations of a state-protected economy and restrictions generated by sanctions and environmental uncertainty, senior managers of SOEs can influence organizational culture for innovation, a normative dimension, and learning, a cognitive dimension. Both dimensions can relate to improvements in delivery speed, costs and quality, as well as confidence in future company performance. However, some ongoing problems arise from a highly regulated hostile business environment, forming a regulatory dimension that impedes organizational learning. Further research is required to understand the contextual factors that influence internal company culture, as well as how the impact of a restricted business environment appears to vary from service to retail and manufacturing industries. This research represents a rare opportunity to investigate SOE strategy in a restricted transitional economy, such as Iran.

Encouraging Innovative Behavior: The Effects of Leader-Member Exchange and Public Service Motivation

Innovation within organizations has captured the attention of public and private sector scholars and managers due to its links to organizational performance, effectiveness and even survival. While prior research has considered various factors that influence innovation in public sector organizations, none have considered what influences whether a manager encourages innovative behaviors among employees. This paper considers the mediating effects of the quality of the relationship between a manager and employee on whether the manager encourages innovative behaviors using a well-known leadership theory, leader-member exchange (LMX) theory, to do so. We also examine the direct effects of public service motivation (PSM) on whether a manager encourages innovative behaviors. We examine these linkages with data from two surveys of 477 employees and 161 managers working in a large state government agency. We find that when the LMX relationship quality is high, it mediates the relationship between employee proactive behavior and managers' encouragement of innovative behaviors. We also find that manager PSM is related to encouraging innovative behavior. The paper concludes with a discussion of implications for public management scholarship and practice.

Public Sector Innovation Drivers: A Process Model

A model for the understanding of innovation in Public Sector Organisations (PSOs) was developed from literature. The roles of internal and external drivers, collaboration among organisations and continuous monitoring and evaluation with feedback were considered. The present paper suggests that policy makers and management practitioners eliminate various regulatory and policy frameworks that impede the capacity of PSOs to innovate. Furthermore, the appointment of public sector managers should be based on their creativeness and resourcefulness and not on political shrewdness, and they should manage PSOs like private sector businesses while still being accountable to the voters and government. The study contributes by extending literature on innovations, and it presents a conceptual framework for PSOs innovations. Moreover, the paper highlights some practical implications for researchers and practitioners in the public sector: There is a need to systematically review and organise relevant literature and to conduct empirical research in support of existing theories.

Managerial Response to Technological Innovation in Public Sector Organizations

Technological innovation is widely seen as a means for raising productivity levels in state and local government. Growing evidence indicates that (1) senior level bureaucrats have primary responsibility for decisions concerning the adoption of innovations, and (2) innovations adopted by state and local governments are of two types—cost-reducing and service-augmenting. A formal explanation is advanced for the apparent preference of bureaucrats for service-augmenting innovations. Service-augmenting innovations tend to increase agency budgets to which bureaucratic emoluments are positively correlated, to expand the clientele served by an agency, and to obscure agency production costs by simultaneously altering both the input mixes and the services being provided. Federal policies designed to foster a more rapid diffusion of technological innovations are, in part, based upon the expectation that technological innovations will lessen the budgetary pressures upon state and local governments. The analysis presented here suggests that there may be countervailing pressures within the adoption processes of state and local governments which weaken the implied relationship between technological change and productivity improvement.