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Public Service Innovation

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... Özel sektör ve vatandaşların beklentilerini, karmaşık politik mücadeleleri ve verimlilik baskılarını yönetmek isteyen idareler için yenilik artık bir zaruret halini almış ve özellikle 1980'lerin ardından kamu sektörü; daha açık, işbirliği yapabilen, sürdürülebilir ve katılımcı olabilmek için yenilik yapma arayışında olan farklı bir yapıya kavuşmuştur (Lekhi, 2007;OECD, 2015: 8). Bu anlamda, özellikle son dönem itibariyle ifade etmek gerekirse, kamu örgütlerinin içinde yer aldığı kamu sektörü; "[yasal] düzenlemeler, kamu varlıkları ve devlet işletmeleri" gibi üç temel enstrüman kullanarak ekonomik sistem içerisinde yer alır (Maroto ve Rubalcaba, 2005: 13). ...
... Hatta Gadot (2005: 58) kamu sektörü örgütlerinin sadece yenilik yoluyla büyümeye ve gelişmeye devam edebileceklerine dair bir inanışlarının mevcut olduğunu ileri sürmektedir. Böylece kamu hizmetlerine ilişkin reformların odağı, giderek yurttaşların artan beklentilerini karşılamayı önceleyen yeni bir tip hizmet anlayışına yönelmiş ve aynı zamanda, enformasyon ve iletişim teknolojilerindeki hızlı değişimler ile vatandaşların bilgiye daha fazla erişebilir olmaları, kamu idaresi faaliyetlerinin etkinlik ve verimlilik doğrultusunda dönüştürülmesi bakımından yeni fırsatlar yaratmıştır (Lekhi, 2007;OECD, 2015: 9). Böylesi bir dönüşüm; özellikle uzun süreli istihdam, üretkenlik artışı ve sosyal refaha dönük beklentiler bağlamında önemi giderek artan kamu idaresini, yenilik gibi pek de alışık olmadığı bir tasarımla karşı karşıya bırakmıştır (Windrum ve Koch, 2008: 3). ...
... (2002: 4), hizmetler, kanuni düzenlemeler ve diğer eylemleriyle idarenin esasında kamu için değer yaratabileceğine işaret etmişlerdir. Aslında böylece, kesintisiz ve kaotik değişimin mevcut olduğu dinamik bir toplumda, kamu hizmetlerinde etkililik bakımından (Lekhi, 2007), idarenin sorun çözme becerilerinin geliştirilmesi yoluyla yenilik merkezli değer yaratım faaliyetlerine daha çok vurgu yapıldığı ileri sürülebilir (Fuglsang, 2010: 71). Bundan dolayı Leon vd. ...
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Yenilikçilik yeni veya farklı olanı uygulama kapasitesi olarak tanımlanabilir. Özel sektör için literatürde oldukça geniş bir yer bulan bu kavramın kamu yönetimi açısından detaylı bir incelemesinin yeterince yapılmadığı ifade edilebilir. Yeni dönemde ortaya çıkan kamu değeri veya para için değer gibi ve yahut yeni kamu yönetimi sonrası gibi kavram ve uygulamalar, bir noktada yenilik kadar yenilikçilik açısından da kamu yönetiminin sorumluluk üstlenmesini gerekli kılmaktadır. Yenilikçilik, kamu sektörü örgütleri tarafından anlaşılması ve uygulanması özellikle zor kavramlardan ve niteliklerden biriymiş gibi de görünmektedir. Bu nedenle mevcut çalışma, yenilikçiliğin bir yandan yenilik temelinde etraflı bir takdimini yaparken, bir yandan da bir araştırma gündemi oluşturma bakımından mesafe almaya yönelmiştir. Bu kapsamda yenilikçiliğin kavramsal karşılıkları, onu teşvik eden ve engelleyen etmenler ile ölçülmesi gibi konularda literatür incelemesine dayalı olarak etraflı enformasyon sunulmuştur.
... Within the public sector there may be little incentive for innovation to take place and few opportunities for those wanting to innovate to do so in terms of access to resources and organisational support. The organisational structures within the public sector are described by Lekhi as 'monopolistic and tightly drawn' [6] where there is no competition which can reduce ambition and lead to organizations developing a risk averse culture. Given the barriers existing in a number of public sector organization to change them to ones that foster innovation different factors need to be developed. ...
... Innovation has been seen as part of a linear process [10], a journey [11] but mainly as circular, open and informing process that is non linear. The process of innovation is difficult to define in terms of a starting point, what happens next, how it develops and what the final output is [6]. A number of factors impact on the innovation process, such as: Perceptionif an idea is seen as useful/necessary, Greenhalgh et al [12] see innovation as a socially constructed phenomenon, Adoptabilitypopularity, fashionability and copying others (individuals and organisations) can effect the progress/development of an innovation [13][14] [15]. ...
... For the politician the benchmark of success is to be re-elected. Lekhi [6] says that the political dimensions of innovation are more likely to rise as important influencing factor within the public sector than within the private sector. Mintzberg [23] highlighted that political motivation for innovation activity is common to all organisations and these motivations can be difficult to analyse through a rational assessment process. ...
Article
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Innovation in the public sector is an area that is being looked at by governments across the world to provide solutions to enable the delivery of services to customers. This is against a background of rising expectations, financial constraint as well as changing social, environmental and economic conditions. The pressures that governments across the world face to continue to find new ways of delivering public services has heightened the quest for innovation to be identified, applied and embedded in service delivery [1].
... Mulgan and Aldbury assert that innovation should be a 'core activity' of government, defining it initially as simply 'new ideas that work ' (2003, p. 3). Subsequently though they produce a typology of innovation that distinguishes 'incremental' from 'radical' and 'transformative' innovation -a typology that has been quoted extensively in subsequent reports for the UK government (see, for example, Lekhi 2007). ...
... However, there is substantial research and theory about the differing business logics of manufacturing and service industries and that has implications for the management and cost structure of services innovation (see, for example, Alam 2006;Vargo and Lusch 2007;Vargo et al. 2008)yet this perspective is notable by its absence in the discussion of innovation in public services. Similarly, the services management literature has long emphasized that much innovation in services is a question of process, not product design (Hildbrand and Forcada 2009), yet public policy persists in a product design approach to innovation (see, for example, Lekhi 2007;Thomas 2008;Horne 2009). Finally, as detailed above, the services literature also emphasizes the pre-eminence of the service user as the coproducer of public services innovation (Alam 2006;Von Hippel 2007), while public policy has invariably adopted models of co-production that are as much about the control of user engagement as about its enhancement (Pestoff and Brandsen 2006;Strokosch and Osborne 2009). ...
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This paper explores the dialogue about innovation in public services currently found within public policy and creates an interaction between research and practice about its strengths and limitations. It argues that this dialogue is a flawed one, often both at odds with the existing evidence and lacking a holistic understanding of the nature of innovation and its distinctive policy and managerial challenges. It therefore synthesizes existing research to challenge current public policy thinking about the role and determinants of innovation in public services. It concludes by offering five lessons towards effective policy-making and implementation that would provide a more sophisticated and evidence-based approach to the encouragement and sustenance of public service innovation – and four key areas for further research.
... Domestic and foreign researchers have compiled a list of government incentives in the supply chain. Their research, which focuses on the effects of subsidies, subsidy products, and subsidy weight, relies heavily on the game [4]. [5] described that through three separate game relationships: the Nash game, the Stackelberg game, and unified supply chain decision-making, the government subsidies cooperative low-carbon supply chain emissions control investment. ...
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To depict the dynamics between the two decision-makers in the research, two models are developed: one based on game theory and the other on cooperative dynamics. Russian water delivery networks as they stand right now, with a focus on the replacement of a large chunk to prevent disastrous repercussions. Government subsidies are used to build models of cooperative and non-cooperative games using an innovative approach to financial accounting. An investigation of the Volga River Water Diversion Project in the southwest of the country is conducted to demonstrate the effectiveness of the concept. The Volga River has ongoing challenges in its ability to purify itself and provide potable water as a result of pollution and diminishing resources, similar to other significant rivers in Europe. Currently, national goal programs are being put in place to guarantee the fast development of certain regions within the Russian Federation. These programs seek to provide the best possible environment for investment to flow into different areas of regional development. In theory, the Shapley value is defined by characteristics with appealing real-world implications; hence, its application in practical settings is easily justified. The Shapley value is an important solution idea in voting games in general, and optimal water supply and income rose in tandem with the number of subsidies, while water work costs fell.
... Innovation is recognized as a crucial factor of competitiveness in the economy and as a mechanism for enhancing organizational ability to adapt to a changing environment [4]. HEI do not tend to have the same incentives as businesses to innovate [5], but in order to maintain and improve their position in the education and research market HEI are seeking to be innovative, with studies showing that pedagogical, process and education innovations are significantly related to HEI efficiency [6]. Yet, HEI are often slow or limited when innovating, and they are found to face numerous barriers -external, internal, and people-related -on their innovation journey [7]. ...
Article
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Current approaches to measuring innovation in higher education (HE) provide a very limited picture about the real scope of the innovation activities of higher education institutions (HEI) as they address only some dimensions of HEI innovativeness, which negatively affects the ability of the HEI to manage its innovative efforts. The purpose of this paper is to present a way forward on how to measure HEI innovation performance that will go further than the usual indices. It describes a five-perspective framework with dedicated, comprehensive metrics for the measurement of HEI innovation performance. To test the concept and the possibility of empirical application two consecutive surveys have been conducted. Survey of innovation performance was conducted in order to collect hard data on HEI innovation performance and 14 persons in charge of completing the innovation performance questionnaire were interviewed in order to better understand the availability and reliability of the requested data.
... Bartos envisaged that reasons behind the adoption of new directions are due to the following: rational ideas with credibility, political support for specific trends, bureaucratic capacity and little resistance to change, a strong commitment for innovation at both the political and bureaucratic levels and a strong need for change that cannot be neglected due to either political imperatives or national benefits. Similarly, Lekhi (2007) and Moussa (2021a) acknowledged several reasons to innovate in the public sector. These are (a) pressures on public institutions for high-quality service and efficiency; (b) governments' tendency to build a public image that enhances international appeal and attract private investment; and (c) governments want votes and/ or have the potential to fulfil policy commitments or show their efforts in the public sector given that perceived shifts in public perceptions can affect their chances at an election. ...
Chapter
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Governments and public sector organisations worldwide consider innovation a response to the increasing economic, political, environmental and social pressures. Innovation processes occur to improve an organisation’s system and deliver novel or improved services for society. The forces that shape innovation processes involve different individuals and factors to improve performance, effectiveness and accountability. In other words, to transform bureaucracy into a resource of innovation, it is vital to develop strategic actions and public policies that stimulate innovation at different levels. Hence, this chapter critically reviews scholarly literature in innovation and leadership literature in public sector organisations in Eastern and Western societies around the world. Additionally, this chapter explores the significance and the impact of innovation in the public sector, particularly in a crisis situation, such as the COVID-19 pandemic.
... Adding to this, increasing demand from the multiple stakeholders has become the general expectation where the needs for customisable services tuned to cater to the current lifestyle of the of civil society or commonly identified as the "24/7 society" requires services to be made available and accessible at all times (Lekhi, 2007). The Innovation chant or mantra has become an important element in enhancing economic performance, social welfare and environmental sustainability (Borins, 2001;ANAO, 2009). ...
Article
Public Sectors around the world face constant demand in increasing efficiency and productivity. The pressure to improve service delivery particularly during this pandemic demands the public sector to provide more with less. Being subjected to mandates from the government, public scrutiny and compliance to legal system, public sector organisations are in constant pressure to perform above average, reform outdated process and deliver the best results with fewer resources. Adding to this, increasing demand has become the general expectation where the needs for customisable services based on the current lifestyle of the civil society or described as the “24/7 society” requires services to be available and accessible at all times. Therefore, public sector innovation agenda often focused in national level policy and initiatives. However, the innovation landscape remains an understudied terrain especially in Malaysian Public Sector. Capitalising on little existing insights, this study further expands the knowledge base by analysing underlying driving factors in innovation performance measurement from a Business Model Perspective for a more contemporary model discovery. Utilising Structural Equation Modelling technique, this study analysed responds from 328 middle managers within government agencies and organisation and revealed that the Malaysian Public Sector innovation management still depends on innovation capabilities both as a factor and mediator in influencing innovation performance greater than innovation management which has been the focus. The study found that there is a dire need for an organisation level model to improve the innovation performance in public sector agencies by focusing on both innovation capabilities and innovation management to ensure an excellent governance and delivery system being implemented effectively.
... The reasons why innovation takes place within the public sector have been identified by Lekhi [20] as including responding to challenges about the quality of public services, to attract private investment into public services and because successive governments need to make their mark on public services in to attract votes. ...
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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.
... Andreeva and Kianto (2011) indicated that KM practices has a positive effect on the innovation performance of organisations, while Mardani et al. (2018) confirmed the positive role of KM practices on innovation speed, innovation quality and innovation quantity. However, most studies have mainly focused on the business sector (Lekhi, 2007). There are important arguments to extend this topic from businesses to education. ...
... Andreeva and Kianto (2011) indicated that KM practices has a positive effect on the innovation performance of organisations, while Mardani et al. (2018) confirmed the positive role of KM practices on innovation speed, innovation quality and innovation quantity. However, most studies have mainly focused on the business sector (Lekhi, 2007). There are important arguments to extend this topic from businesses to education. ...
Article
This paper aims to examine the relationship between knowledge management processes on organisational innovation in a higher educational institution. This research was quantitative and used an electronic survey at Vietnam National University, Hanoi. The results from a survey (N=120) in a research-focused university in Vietnam show that knowledge creation and knowledge access had a positive and significant association with administrative innovation, while knowledge access and knowledge dissemination related to technical innovation. The findings suggested that universities, at different stages of the development, adopt particular knowledge strategies that require certain KM processes that will differ from those required by universities with different knowledge strategies. Our findings also provide useful insights to educational managers who wish to understand, apply and enhance knowledge management in their universities. Our paper concludes with limitations of the research and recommendations for future research.
... Innovation is very important in building the image and reputation of public organisations, since people tend to think that services provide by government entities tend to be less quality-based than private service providers (Lekhi, 2007). With service innovation in government entities provides considerable opportunities to enhance the quality of services provided, improve economic growth, and attract more investors (Anggadwita, 2013). ...
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Purpose Government agencies are trying to develop strategies to improve their innovative activities. However, due to many challenges and obstacles, employees are reluctant to perform innovatively in such agencies. Human resource management (HRM) practises and an appropriate culture can help to improve service innovation. However, empirical evidence to prove this relationship is insufficient particularly in the government sector. Thus, this study aims to empirically analyses the effect of HRM practises and innovation culture on service innovation of the United Arab Emirates (UAE)’s Government agencies. Design/methodology/approach The data were collected from government entities in the UAE. Structural equation modelling through partial least squares modelling was used to test the proposed hypotheses. SPSS was also used to conduct preliminary analysis. Findings Statistical results provide strong evidence that HRM practises and innovation culture positively affected service innovation of UAE’s Government agencies. Research limitations/implications Further details and valuable implications are discussed throughout the study. Results have many practical and theoretical implications. Results can help government agencies develop their services innovation by tailoring HRM practises and establishing proper innovation culture in their agencies. Originality/value Although several contributions indicated that culture is a key determinant of innovation and a mediator in the link between HRM practises and service innovation, the literature lacks empirical studies investigating this link. Accordingly, this study seeks to bridge this gap and delivers evidence supporting them. In addition, this study is one of the unique studies that use these variables in government agencies in the UAE.
... It is an interesting configurational view of how environments can foster innovation (see also Miller 1998). Innovation in the public sector could come from the organization but also from environmental changes such as rising expectations of citizens and their changing configuration (Albury 2005;Lekhi 2007;Walker 2014). In a study of 18 cases, Borins (1995) examined the impact of financial constraints on government, the availability of information technology, and the diversification of the workforce. ...
Article
en A generally accepted assumption is that innovation in the public sector is easier when managers have more autonomy. Previous research has revealed a paradox: the most innovative organizations are autonomous organizations, but also central agencies, more so than ministries. What has not been documented so far in Canada is the quality and nature or type of innovation by location. We developed a database of applications for IPAC's innovative management award with 1712 innovations in federal and provincial governments over the past 29 years. Using statistical analysis that takes into account the proximity of applicant organizations to political power, we provide a picture of innovation and institutional position in the public sector in Canada. Sommaire fr Le fait que l'innovation dans le secteur public soit facilitée lorsque les gestionnaires ont plus d'autonomie est une hypothèse généralement acceptée. Des études antérieures ont démontré un paradoxe selon lequel les organisations les plus innovantes sont celles qui sont autonomes, mais aussi que les organismes centraux le sont plus que les ministères. Ce qui n'a pas été documenté au Canada jusqu'à présent, ce sont la qualité et la nature ou type d'innovation par lieu. Nous avons conçu une base de données d'applications pour le Prix IAPC pour gestion novatrice, qui contient 1 712 innovations dans les gouvernements fédéral et provinciaux au cours des 29 dernières années. À partir d'une analyse statistique qui prend en compte les organisations postulantes et leur proximité au pouvoir politique, nous présentons un portrait de l'innovation en termes de positionnement institutionnel dans le secteur public au Canada.
... Innovation in the public sector is a huge challenge worldwide and involves a coordinated effort to respond to social and technological challenges effectively (Anggadwita and Dhewanto, 2013). Public sector innovation is important to increase the reputation of governments and image of public services (Lekhi, 2007). Innovation can also bring about changes in public service governance by increasing the level of accountability and transparency, performance, and/or levels of user engagement, and satisfaction. ...
... Innovation in the public sector is a huge challenge worldwide and involves a coordinated effort to respond to social and technological challenges effectively (Anggadwita and Dhewanto, 2013). Public sector innovation is important to increase the reputation of governments and image of public services (Lekhi, 2007). Innovation can also bring about changes in public service governance by increasing the level of accountability and transparency, performance, and/or levels of user engagement, and satisfaction. ...
... Much more recently, policy interest has extended this \innovation imperative" from private organisations to the provision of public services. Although public services, including education, tend neither to operate within competitive markets nor have the same incentives to innovate as businesses do (Lekhi, 2007), there are important arguments to push for innovation in education as a means to maximise the value of public investment. ...
Article
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The importance of innovation (INNO) towards organisational performance (OP) is acknowledged in extant literature. There is substantial evidence about INNO playing the determinant role in OP. However, there are few studies providing empirical evidence of this relationship especially in academic settings. By looking at INNO from administrative and technical perspectives, this paper purposefully explores the impacts of INNO on OP in public higher education institutions (HEIs) of Vietnam. Quantitative research was deployed, and results of the study were produced based on a survey data collected in 30 public universities equally located in three regions of Vietnam during 2018. Structural Equation Modelling (SEM) was used to facilitate model testing. We find that each type of innovation exerts its impacts on different aspects of OP in a HEI. Besides enriching the literature on this rapport, this study is also of value in managerial perspective as it helps increase HEIs’ knowledge on how to strengthen their organisational innovativeness, and then enhance performance. A list of measurement scales serving as a checklist for leadership of any HEI desire to embark on INNO journey then boost OP is provided by this study.
... Innovation in the public sector is very important in responding to social and technological challenges effectively and increasing public service expectations [2]. Innovation can play a role in strengthening the reputation and image of the government in public services [13]. Innovation can also bring changes in public service governance, by increasing the level of accountability and transparency, performance, or level of user involvement, and satisfaction [1]. ...
... Bartos envisaged that reasons behind the adoption of new directions are due to the following: rational ideas with credibility, political support for specific trends, bureaucratic capacity and little resistance to change, strong commitment for innovation at both the political and bureaucratic levels, and strong need for change that cannot be neglected due to either political imperatives or national benefits. Similarly, Lekhi (2007) acknowledged reasons to innovate in the public sector, due to: (a) pressures over public institutions for the quality for their service, and their levels of efficiency; (b) governments' tendency to build a public image that enhances international appeal and attract private investments; and (c) governments must demand votes, and/or have the potential to fulfill policy commitments or show their efforts in the public sector as a result of an election or perceived shifts in public perceptions. Nonetheless, innovative organizations are the output of the following three prerequisites: (1) management capability of handling innovation, and employee involvement programs; (2) organizational culture that allows interpretations as a response to disturbances and changes occurred; and (3) collective, organized, and prioritized workplace (Jensen, 2010). ...
Article
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Although studies have addressed the factors that affect innovation, the findings have often been unclear and inconclusive. This is because there is no consistent definition of the concept of innovation in the existing literature. In addition, leadership behaviors that promote innovation in the public sector differ considerably from one nation to another. Thus, this study presents a consolidated in-depth literature review and analysis of the innovation and leadership literature that is specific to public sector organizations across nations. The analysis informs the development of a workplace innovation conceptual model specific to the public sector. The findings increase our understanding of how to effectively define innovation and to recognize the way in which leadership behaviors enhance public sector cultures of innovation.
... Yet many of these structures and incentives have drawn lessons from the mainstream manufacturing-based innovation literature -and notably Porter (1985). They have also invariably been concerned with the technical design of innovations or with incentives for innovation (for example , Lekhi 2007;Horne 2008). Yet, again, the services management literature does have a distinctive perspective upon innovation within a services context -and which is currently absent from the public management discourse. ...
Article
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Knowledge Management is a broad area that has used since the old era. In the past few years, this term has used frequently in the interest of providing good services to the stakeholders and performance of organization. Organizational knowledge management Syetem (KMS), enhances in creation, dissemination , and application of knowledge within the organizations. Effective implementation of Knowledge Management System requires a strong foundation of previous research. This paper provides a literature review of knowledge management in the field of Public Sector Organization to identify the important areas. In this article we discuss various research issues in the field of knowledge management processes and the role in the public sector organization.
Thesis
La thèse explore le rôle des réseaux et des processus sociaux dans les dynamiques du savoir des enseignants à travers deux questions de recherche. Premièrement, comment peut-on caractériser les différentes dynamiques du savoir professionnels des enseignants ? La thèse examine la façon dont les enseignants mobilisent et construisent du savoir collectivement, et les mécanismes de diffusion de ce savoir au sein de leur communauté de pratique et dans leur réseau plus large. Deuxièmement, comment les processus sociaux influencent-ils la dynamique du savoir des enseignants ? Le travail s’intéresse à mettre en évidence la complexité des processus sociaux et la manière dont ceux-ci contribuent aux différentes dynamiques du savoir. Une étude à méthode mixte a été menée dans le cadre d'un supra-réseau d'établissements en France. L’élément quantitatif consiste en deux questionnaires – un adressant les enseignants, un les chefs d'établissement. Les données sont analysées à l'aide de la modélisation par équations structurelles et d'une analyse du ego-réseau des écoles. L’élément qualitative consiste en des études de cas menées dans deux collèges.
Thesis
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There is little consensus about how innovation occurs in Australian state government departments. This lack of knowledge impedes the growth and execution of innovation in the Australian public sector. The three major objectives of this thesis are to: (1) identify specific barriers to innovate in public sector organisations in Australia; (2) identify leadership characteristics that promote a culture of innovation; and (3) investigate the relationship between barriers, leadership characteristics, organisational climate and workplace innovation at four different levels in Australian public sector organisations. Hence, this thesis explores the dynamics of innovation in these organisations and specifically State government departments. The diversity of interpretations of public sector innovation leads to a plethora of management tools. These tendencies are also evident in the literature. This thesis seeks to clarify the factors that impact on innovation in Australian public sector organisations. This thesis is framed by ‘innovation systems theory’, which emphasises that innovation does not function in isolation. It depends on the interaction between numerous actors, entities and external stakeholders. In this thesis, the author argues that from an innovation systems perspective, barriers to innovation, leadership characteristics, and organisational climate are activities that influence innovation processes at four different levels. These determinants are not independent of each other but instead support and reinforce or offset one another. This thesis by analysing the determinants/dynamics of innovation in Australian State government departments, will deploy a sequential exploratory mixed methods research design consisting of qualitative data from annual reports, newsletters, and websites of several state government departments in Australia and quantitative survey as a method of inquiry. The thesis formulates a conceptual framework that comprises organisational barriers to innovation, leadership characteristics, and organisational climate. A qualitative research approach served to address the three thesis research questions. The researcher employed both thematic and content analyses through multiple methods of qualitative and quantitative approaches employing NVivo Pro11 and Pro12 software. The first stage analysis involved an analysis of Federal governments’ initiatives, action plans and advice to State governments. The second stage analysis involved an analysis of the policies and strategies of each State government. The third stage analysis involved an examination of the strategies and implementation policies of specific State government departments, namely: the Department of Education; the Department of Environment; the Department of Health and Human Services; and the Department of the Premier and Cabinet across six States and two territory governments of Australia. As well, a quantitative research approach was applied to test hypotheses using statistical procedures and generalising to a large population from the sample. The first stage of the quantitative analysis involved the first generation of multivariate data analysis techniques, these being statistical methods such as correlations and regressions. Meanwhile, the second stage of analysis was conducted at four different levels of innovation to show in-depth analysis. Hence, a partial least squares-structural equation modelling (PLS-SEM) analysis was applied. PLS-SEM added more depth to the regression employed. The findings were constructed by providing a comprehensive description of the research settings. Based on the quantitative analysis of the hypothesised relationships, the findings revealed that H1 was fully supported and indicated that key barriers do impact on the ability to innovate in public sector organisations at the individual level. H2, H3, and H4 were not supported and indicated that key barriers have no impact on the ability to innovate in public sector organisations at the organisational, team, and climate levels. Moreover, H5, H6, H7, and H8 were fully supported and indicated that leadership characteristics wield an impact on the ability to innovate in such institutions at the individual, organisational, team, and climate levels. Likewise, H9, H10, H11, and H12 were fully supported and indicated that organisational climate has an impact on the ability to innovate in the public sector at the individual, organisational, team, and climate levels. Based on the qualitative analysis, the data revealed three critical issues and its mechanisms that could stimulate or hinder a culture of innovation in public sector organisations in Australia: organisational barriers (e.g. staff resistance; severe rules and regulations; old organisational models; lack of resources and autonomy; lack of measurement tools; budget and funding; and lack of professional development plans); leadership characteristics (e.g. supportive and risk-taker; passionate, practical and persistent; leading by example; influential and inspirational; decisiveness, courtesy and respect; decision-making; coaching; strategic leadership; national leadership; and inclusive leadership); and organisational climate (e.g. policy development; organisation’s size and structure; a culture of sharing; initiatives; labs; incentives; collaboration and networking; measurement tools; embracing diversity; commitment; behavioural insights; and workplace planning). Based on these findings, the researcher attempted to clarify all aspects by developing some figures under each piece of finding (theme). The thesis findings provided strong and comprehensive empirical evidence for a relationship between several factors that affect the ability to innovate in the Australian public sector and for the first time address innovation at four levels (individual, organisational, team, and climate). Ultimately, the researcher developed a model for workplace innovation, as well as recommendations for scholars and practitioners. Keywords: Australia, innovation, leadership, organisation, public sector
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