Innovation in the Public Sector

Why does the public sector innovate, how should the public sector innovate, and, even more basically, should the public sector innovate? These are some of the questions that these contributions explore and to which they provide some salutary answers. Martin Stewart‐Weeks, an independent consultant working at the intersection of government, innovation, and technology, draws some lessons from his direct experience and advisory work about how the public sector catches the innovation ‘bug’ and turns it into in‐ spired action. From infection to inspiration to implementation, the public sector needs to lower its defences and put itself ‘in harm's way’ to engage with innovators and new ideas. Tim Kastelle, one of Australia's leading innovation scholars and practitioners, sets out some practical ways that the public sector can extend and entrench its innovation practice. These include managing innovation as a process, shifting the risk equation, and experimenting.     

Dilemmas of Policy Innovation in the Public Sector: A Case Study of the National Innovation Summit

Policy innovation is a significant challenge for the public sector. This article illustrates its magnitude through a case study of the National Innovation Summit. The article concludes that the Summit represented an elaborate process of search and engagement that sanctioned an outcome that was, in most respects, largely pre‐determined. Its outreach and deliberations served the political purpose of mobilising industry and media attention and communicating the government's commitment. But there is no evidence that it exercised any substantive influence on policy development. The obstacles confounding any other outcome are considerable. Strategic thinking is inhibited by various organisational factors including lock‐in to a present successful strategy, the constraints on policy choices associated with multiple veto points and the need to maintain medium term fiscal and policy discipline across a wide range of agencies and claimants. The article explores ways these inhibitions might be overcome.     

The Nature and Incidence of Workgroup Innovation in the Australian Public Sector: Evidence from the Australian 2011 State of the Service Survey

Using data from a nationally representative survey of all Australian Government employees, we explore the nature of innovation implemented at the workgroup level and assess the multi‐dimensionality of the workgroup's ‘most significant innovation’ (MSI). Of the 10222 survey respondents, 48% reported at least one innovation implemented by their workgroup, with an innovation more commonly reported with an increase in the respondent's age, seniority, and service experience; among men and university graduates. The results reveal that 54% of the reported MSIs incorporate between two and five dimensions of innovation types (policy, service, service delivery, administrative/organizational, and conceptual), and most of these dimensions reinforce each other. Different dimensions of the MSI draw on different sources of ideas (with senior leaders having the broadest impact), face different ‘revealed’ barriers, require different levels of workplace creativity, and produce different beneficial effects. Our findings help strengthen an understanding of the influencing factors and the effects of multi‐dimensional public sector innovations.     

State of the Arts and Innovation: Before and After the Review of the National Innovation System

This article examines the relationship between the arts and national innovation policy in Australia, pivoting around the  Venturous Australia  report released in September 2008 as part of the Review of the National Innovation System (RNIS). This came at a time of optimism that the arts sector would be included in Australia's federal innovation policy. However, despite the report's broad vision for innovation and specific commentary on the arts, the more ambitious hopes of arts sector advocates remained unfulfilled. This article examines the entwining discourses of creativity and innovation which emerged globally and in Australia prior to the RNIS, before analysing  Venturous Australia  in terms of the arts and the ongoing science-and-technology bias to innovation policy. It ends by considering why sector-led policy research and lobbying has to date proved unsuccessful and then suggests what public policy development is now needed.     

Understanding Employee Motivation to Innovate: Evidence from Front Line Employees in United States Federal Agencies

In a period of ongoing public sector reform in the United States (US), federal government agencies have been pushed to find new ways of performing their public functions more effectively and efficiently. Frontline public sector employees are a particularly vital source of innovations in organisational function and form. This study seeks to identify factors that motivate front line employees in the US federal bureaucracy to engage in innovative behaviour. The empirical analysis is based on data from the 2006 Federal Human Capital Survey. The results show that a constellation of factors encourage bottom‐up innovation, including the expectancy of innovation being rewarded, employee training and development, employee empowerment and involvement in decision‐making, and high‐exchange dyadic relationships with supervisors.     

Public sector innovation in the Asia-pacific trends,challenges, and opportunities

Public organizations face a multitude of challenges that force them to innovate existing processes, policies, programs, and products. Indeed, in recent years, innovation has become a core topic of study in public administration. However, the vast majority of the public sector innovation literature stems from the United States and Western Europe. The lack of Asia-Pacific studies is particularly striking given that countries like Australia, China, Japan, New Zealand, South Korea, Singapore, and Taiwan consistently rank high on public sector innovation. This special issue brings together state of the art empirical research on public sector innovation in the Asia-Pacific region that examines a range of drivers and outcomes of innovation, including studies comparing Asia-Pacific countries and countries in the East and the West. The findings show that public sector employees in the studied countries all seek opportunities to innovate, whereas cultural norms and values either constrain or enable innovative behaviour and affect the extent to which employees experience leadership support for displaying such behaviour.     

Livelihood strategies and performance of Ghana's health and education sectors: exploring the connections

The public sector in Africa is riddled with widespread ineffectiveness. Although some countries have implemented various reform programmes with the support of international development agencies, the results so far have been disappointing. One reason for the failure is that the policies have focussed more on achieving macroeconomic stability than making the organisations effective. This article explores a fundamental problem of the policies—the need to focus on the human component of organisational performance. Using education and health organisations in Ghana as examples, the article advances a hypothesis that the livelihood strategies of public sector employees and the performance of their organisations are interconnected. Specifically, it is argued that as public sector employees have become more dependent on multiple sources of income, they have developed multiple social identities, which influence the culture of their organisations. The organisational culture may have encouraged employee effectiveness in some cases, but for most organisations, it has resulted in practices that perpetuate inefficiency and poor performance. To be successful, public sector reform policies must therefore involve deliberate efforts to change organisational cultures. Copyright © 2005 John Wiley & Sons, Ltd.     

The Impact of Socialisation on Graduates’ Public Service Motivation – a Mixed Method Study

The need to attract and retain a high calibre cadre of public servants today has resulted in a renaissance of interest in public service motivation (PSM) within public management literature. This article outlines a study of PSM with graduate employees within an Australian public sector. The study extends our understanding of PSM by adopting a longitudinal, mixed method design, including surveys and individual interviews, to consider the effects of socialisation on levels of PSM. Results show an organisation's mission and values do not affect individual PSM while work type and communication style is vital and organisational socialisation can provide a negative influence.     

Assessing Public Procurement of Innovation as a Cross‐Domain Policy: A Framework and Application to the Chinese Context

Despite the fact that public procurement of innovation (PPI) has become an increasingly popular policy tool, there has been a lack of holistic approaches to assessing policies promoting PPI. This article attempts to address this gap by proposing a framework which links the multiple levels and aspects related to the design and implementation of PPI policies. By adopting a systemic understanding of “public procurement” as well as “innovation policies,” this article positions PPI as a cross‐domain policy which is inherently a mix of procurement and innovation‐related interventions. The article develops an assessment framework using “vertical coherence” and “horizontal coherence” as criteria. It then illustrates the use of the framework by applying it to PPI policies in China. The framework can aid the conduct of ex ante as well as ex post assessment of PPI policies, which can further inform policy design, implementation, and learning.     

Implementing Open Innovation in the Public Sector: The Case of Challenge.gov

As part of the Open Government Initiative, the Barack Obama administration has called for new forms of collaboration with stakeholders to increase the innovativeness of public service delivery. Federal managers are employing a new policy instrument called Challenge.gov to implement open innovation concepts invented in the private sector to crowdsource solutions from previously untapped problem solvers and to leverage collective intelligence to tackle complex social and technical public management problems. The authors highlight the work conducted by the Office of Citizen Services and Innovative Technologies at the General Services Administration, the administrator of the Challenge.gov platform. Specifically, this Administrative Profile features the work of Tammi Marcoullier, program manager for Challenge.gov , and Karen Trebon, deputy program manager, and their role as change agents who mediate collaborative practices between policy makers and public agencies as they navigate the political and legal environments of their local agencies. The profile provides insights into the implementation process of crowdsourcing solutions for public management problems, as well as lessons learned for designing open innovation processes in the public sector.     

Ethics and Public Sector Management: The Western Australian Experience

This paper considers two specific difficulties in developing a code of ethics for the public sector, the contested nature of the values to be expressed in a code of ethics and the organisational demands of a corporate managerialist framework which uses performance indicators. Using the example of the Western Australian public sector code of ethics, the authors conclude that a good strategy for developing a public sector code of ethics will recognise contestability, demonstrate philosophical integrity in the code, mesh the code with identified performance indicators and provide whistleblower protection. The strategy described provides a sufficient framework for any public sector bureaucracy to develop a justifiable code of ethics for use by public sector employees.     

论我国公益慈善事业管理机制的创新

伴随着经济社会领域的整体进步,我国的慈善事业步入了新的发展时期,取得了可喜的发展进步,但与转型期公益慈善事业呈井喷式发展不相适应的是,公益慈善事业的法制建设及管理机制还没得到及时的配套和完善,阻碍了公益慈善事业的发展进程。本文通过考察当前我国公益慈善事业管理机制的现状,剖析其存在的问题,借鉴发达国家公益慈善事业管理的先进理念,提出了创新我国公益慈善事业管理机制的对策建议。     

Benefiting from Public Sector Innovation: The Moderating Role of Customer and Learning Orientation

This article examines whether the payoff from engaging in innovation‐generating activities is contingent on an organization's level of customer and learning orientation. The authors suggest that innovative activity is associated with higher public service quality when the level of customer and learning orientation within the focal organization is high. They test this hypothesis by drawing on a novel panel data set covering all public nonspecialist hospital organizations in England. Using dynamic panel data estimation techniques, the authors find strong support for a direct relationship between innovative activity and public service quality and for a moderating role of both customer and learning orientation. These findings call for a contingency perspective on public sector innovation and highlight some of the boundary conditions that need to be in place if public service organizations are to benefit fully from their innovative activities.     

Public Sector Collaboration: Are We Doing It Well and Could We Do It Better?

Improving collaboration by public sector agencies is an important element of many public sector reforms. Common approaches include introducing responsibilities under legislation and policy decisions, the provision of information and guidance, and strengthening third‐party oversight. To identify how collaboration is being practised, this paper reviews evidence from over one hundred reports by Auditors‐General and Ombudsmen in Australia and New Zealand to identify key attributes of collaboration, and assesses these further by examining three reports in detail. It concludes that problems that have been known for many years continue to constrain public sector effectiveness. Although continuing existing approaches may assist in improving collaboration, the paper argues that there is a need to adopt more systematic approaches to organisational capacity for collaboration. It further identifies that changes in the external environment such as technology‐based innovation may demand rapid progress and change in relation to collaboration.     

Innovation and Implementation in the Public Sector: An Examination of Public Entrepreneurship

This article develops an empirical measure of public entrepreneurship and uses it to discover the correlates that distinguish between those participants in a policy domain who are seen as more or less important in the entrepreneurial process. Looking at two rural regions dealing with telemedicine technologies, the authors examine the role of personal attributes and situational attributes in predicting who will emerge as the most mentioned public entrepreneurs on these issues in their community. Status in the local community, membership in the health professions, and strong local focus and ties are the most instrumental variables in distinguishing between those in a policy domain who are more likely to be identified as entrepreneurial. The authors provide an empirical test that can, for the first time, identify in a comparative context the traits that distinguish more entrepreneurial individuals from less entrepreneurial ones (or nonentrepreneurial ones) participating in the same policy domain.     

Innovation and public space: The developmental possibilities of regulation in the global south

Important product and process innovations are often developed in “public spaces” that promote collaboration and provide shelter from market competition. Given that most collaborative spaces are costly to establish, the possible implications are bleak for economically strapped developing countries. This paper highlights a less conspicuous – if not unknown – source of collaborative space: the regulatory process. Regulators can induce innovation by promoting collaboration across organizational, sectoral, and disciplinary boundaries in the interest of regulatory compliance. This paper documents the innovative consequences of efforts to regulate the use of lead‐based glazes in the Mexican ceramics industry and reconsiders several recent studies of upgrading in other countries that appear to have been driven, at least in part, by the regulatory process. Drawing on these cases, this paper makes four primary points: (i) that innovation in regulatory spaces is more common than previously acknowledged and is producing meaningful improvements in product quality and working conditions in developing economies; (ii) that promoting innovation in these regulatory spaces is an important developmental tool for countries that are “regulation‐takers” and have many low‐tech sectors; (iii) that this dynamic extends current conceptions of regulatory discretion, as well as development literature on state‐society synergies; and (iv) that establishing collaborative public spaces as a common conceptual framework is a critical step toward understanding the consequences of social regulation on upgrading.     

Do Australian public sector employees have the type of culture they want in the era of new public management?

New public management theory proposes that public sector organisations should be managed more like private sector organisations. It is therefore expected that public sector managers will have preferences for an organisational culture that will reflect the culture of private sector organisations, with an external rather than internal orientation. The current research investigated the idea that managers' perceptions of ideal organisational culture would be different to the bureaucratic model of culture (internally oriented), which has traditionally been associated with public sector organisations. Responses to a competing values culture inventory were received from 925 public sector employees. Results indicated that the bureaucratic model is still pervasive; however, managers prefer a culture that is more external, and less control focussed, as expected. Lower level employees expressed a desire for a culture that emphasised human relations values.     

Collaborative Innovation: A Viable Alternative to Market Competition and Organizational Entrepreneurship

There are growing pressures for the public sector to be more innovative but considerable disagreement about how to achieve it. This article uses institutional and organizational analysis to compare three major public innovation strategies. The article confronts the myth that the market‐driven private sector is more innovative than the public sector by showing that both sectors have a number of drivers of as well as barriers to innovation, some of which are similar, while others are sector specific. The article then systematically analyzes three strategies for innovation: New Public Management, which emphasizes market competition; the neo‐Weberian state, which emphasizes organizational entrepreneurship; and collaborative governance, which emphasizes multiactor engagement across organizations in the private, public, and nonprofit sectors. The authors conclude that the choice of strategies for enhancing public innovation is contingent rather than absolute. Some contingencies for each strategy are outlined.     

Digital Government: A Primer and Professional Perspectives

Digital technology is a critical enabler of public administration reforms. It can improve the efficiency and productivity of government agencies and allow citizens to transact with government anytime, anywhere. It can also deepen the democratic process, empowering citizens to participate in policy formulation. In this article Andrew Botros, the director of Expressive Engineering, and Maria Katsonis, from the Department of Premier and Cabinet (Victoria), explore the challenges of the digital world for the public sector. Katsonis presents a primer on digital government tracing its evolution from the e‐government movement of the 1990s to Government 2.0 in the 2000s to today's digital‐by‐default agenda. As technology and its role in public sector reform have progressed, so too have the governance, cultural, and leadership challenges deepened. Botros examines NSW approach to open innovation with the Premier's Innovation Initiative in NSW, the state's open data experience, and Transport for NSW and its management of public transport data. He argues NSW's approach involves a significant innovation trade‐off, requiring fresh thinking in digital‐era collaboration.     

Reputation and Public Administration

This article examines the application of organizational reputation to public administration. Organizational reputation is defined as a set of beliefs about an organization’s capacities, intentions, history, and mission that are embedded in a network of multiple audiences. The authors assert that the way in which organizational reputations are formed and subsequently cultivated is fundamental to understanding the role of public administration in a democracy. A review of the basic assumptions and empirical work on organizational reputation in the public sector identifies a series of stylized facts that extends our understanding of the functioning of public agencies. In particular, the authors examine the relationship between organizational reputation and bureaucratic autonomy.