Network structure and collaborative innovation processes—A comparative analysis of two elderly service networks in Shanghai

How does the structure of government‐funded service networks affect the process of service innovation? We have conducted a comparative analysis of the structure and processes of collaborative innovation of 2 government‐funded community‐based elderly service networks in Shanghai. We have found that in consistent with the literature, a network that has a network administrative organization structure is better able to manage the process of service innovation in a way that balances the need to achieve government policy goals on the one hand and the imperative to facilitate bottom‐up citizen participation on the other. Surprisingly, contrary to what prior studies have suggested, we have found that a network in which a lead organization plays a dominant role, despite its more centralized process of service innovation, is often able to deliver a variety of high‐quality and low‐cost services addressing citizens' needs. With the leadership provided by the network lead organization and its close affiliation with the street‐office government, the network has been able to solicit government support. Such a hierarchical yet responsive state‐society relation has emerged as a result of the coalescence of a corporatist state legacy and an increasing pressure for local governments to seek citizens' support in service delivery.     

Local Government Innovation and Revealed Ideas of Political Legitimacy: a Comparative Study between the United States and China

This study constructs a typology of innovation from the winning nominations of local government innovation award programs in the US and China, two countries with histories of subnational policy innovation, to reveal what types of policy initiatives local officials believe will improve governance in each country. I argue that improving governance is important as it serves as a main source of modern political legitimacy, regardless of regime type. To analyze if ideas of good governance differ by regime type, I classify local government innovation into six thematic areas, and then examine how each of these are expected to improve governance and thus contribute to political legitimacy. In China, I find that the predominant local innovations are in the area of governance and management, which demonstrate that government officials believe that reforming the democratic governance process will solve governance problems and enhance political legitimacy. In the United States, however, economic, social, cultural, and environmental areas occupied a larger proportion of government innovation, illustrating that local officials pay more attention to enhancing political legitimacy through improving the performance and quality of government services. This analysis shows that ideas of good governance, as revealed by local government innovation awards, differ across these two regime types. Although government officials in both regimes desire improved governance as a way to enhance political legitimacy, what that means in each country differs.     

Relationship between R&D grants,R&D investment,and innovation performance: The moderating effect of absorptive capacity

The main sources of regional innovation investment in China are government direct investment and indirect grant. The positive relationship between innovation investment and regional innovation performance has been recognized by scholars, but the relationship between direct investment, indirect grant, and innovation performance and the mechanism of their impact on innovation performance need to be clarified. This study uses 5‐year data from China regional innovation, using multiple regression analysis, found that government grant and actor's investment can facilitate performance, but the government grant for innovation investment has a crowding‐out effect, absorptive capacity positively moderated the relationship between Research and Development (R&D) and innovation performance but play a negative moderate role between government grant and innovation performance. On the basis of the empirical result, China's regional governments need to focus on institutional and environmental development in the future, pay more attention to the structural problems of innovation input, promote flow of talents orderly, and rationally build regional knowledge chain, so as to enhance efficiency of innovation more effectively.     

Innovation Agents in the Public Sector: Applying Champion and Promotor Theory to Explore Innovation in the Australian Public Service

Innovation is critical to organisational success and is a process steered, and potentially thwarted, by individuals. However, despite the importance of public sector innovation given the complexity of policy issues faced and the sector's specific contextual features, our understanding of innovation processes in government requires expansion. This study, using in‐depth case analyses of three Australian Public Service agencies, focuses on understanding the ‘human component’ of the innovation process by drawing on both innovation champion and promotor theories to explore, through the lens of organisational power, how multiple human agents progress public sector innovations. The results highlight the key, and often tandem, roles of individuals at multiple organisational levels who work to inspire and motivate others to progress an innovation (champions) and those with specific power bases who help overcome organisational barriers to innovation (promotors).     

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.     

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.     

Complex management contracts: the case of customs administration in Mozambique

The literature suggests that management contracts for public services work best when payment to the contractor is performance‐related and when there is minimal involvement by government in daily management. However, as this case study of Mozambique illustrates, neither of these principles can be straightforwardly applied in management contracts for organizational reform in a developing country. First, establishing successful performance‐related payment is difficult in a contract with multiple objectives and poor information. The value in setting up performance‐related payment appears to be more in focusing the objectives of the contract than in improving the contractor's performance. Second, a virtually ‘hands on’ role is required for the government agency supervising the contract, in the numerous political, legal and staffing issues which arise. The capacity of the agency to carry out this function is critical to the performance of the contract. It faces the challenge of completing the reorganization, sustaining initial achievements and running the new system economically. There are grounds for guarded optimism. Copyright © 1999 John Wiley & Sons, Ltd.     

以公共价值为基础的政府绩效治理——源起、架构与研究问题

政府绩效管理兴起二十多年来,已由西方国家应对财政和信任危机、提高行政效率的工具拓展为各国政府改革和创新的重要内容,新公共管理的实践价值和理论优势在其中都得到了充分体现。但其理论缺陷和实践中的困惑,特别是在公共价值方面的冲突使学术界的探索从未停止过。本文通过对中国、美国、日本等国的实践案例考察,从制度变迁和公共行政学术史两个层面的质性研究,提出了以公共价值为基础的政府绩效治理理论体系框架。文章首先从"公共性"、"合作生产"和"可持续"三个方面对新公共管理背景下的政府绩效管理进行了反思,认为公共价值对政府绩效合法性具有本质的规定性。其次,初步论证了以公共价值为基础的政府绩效治理的两个基本命题——政府绩效是一种社会建构、产出即绩效;认为只有来源于社会的政府绩效才能获得合法性基础,也只有根植于社会的政府绩效才能产生其可持续提升的需要,这是政府绩效管理的根本动力;而在政府绩效价值建构基础上的科学管理,才能保证政府产出与社会需求的高度一致,充分体现科学管理的价值。再次,从这两个基本命题出发,以价值管理和管理科学理论为基础,构建起了以公共价值为基础的政府绩效治理模型,并对模型中政府绩效的价值建构、组织管理和协同领导系统等主要内容进行了阐述。最后,从模型如何"落地"、政府绩效管理的价值分析和研究拓展等方面提出了未来的研究方向。     

When top‐down meets bottom‐up: Local adoption of social policy reform in China

Authoritarian local leaders face two driving forces in social policymaking: top‐down pressure from the regime and bottom‐up motivations derived from local conditions. Existing studies recognize the importance of both forces, but remain unclear as to how they interact and which of them is more influential in driving local policy adoption. Focusing on two health insurance integration policies in China, we find that when the policy entails substantial class or distributive conflicts and bureaucratic friction, top‐down pressure for compliance is a dominant driver for local policy adoption; when the policy does not entail such conflicts or bureaucratic infighting, bottom‐up motivations based on local economic geography together with top‐down pressure drive local adoption. We find support for this argument from an analysis of an original city‐level data set in China from 2004 to 2016. This study has implications for social policy reform, decentralization, and government responsiveness in authoritarian countries with multilevel governance.     

An Integrated Theory of Budgetary Politics and Some Empirical Tests: The U.S. National Budget, 1791–2010

We develop a general theory of budgetary politics and examine its implications on a new data set on U.S. government expenditures from 1791 to 2010. We draw on three major approaches to budgeting: decision‐making theories, primarily incrementalism and serial processing; policy process models; and path dependency. We show that the incrementalist budget model is recursive and that its solution is exponential growth, and isolate three periods in which it operates in pure form. The equilibrium periods are separated by critical junctures, associated with wars or economic collapse. We assess policy process dynamics by examining the deviations within equilibrium periods. We offer three takeaways: (1) exponential incrementalism is fundamental to a theory of budgeting; (2) disjoint shifts in the level of exponential incrementalism are caused only by critical moments; (3) temporally localized dynamics cause bends in the exponential path, longer returns to the path within budgetary eras, and annual punctuations in budget changes.     

TECHNOLOGY AND ENTREPRENEURSHIP IN CHINA: Commercialization Reforms in the Science and Technology Sector

A vital component of China's reforms in the area of science and technology (S&T) activities during the last two decades has been improving the commercial exploitation of technology generated in research institutes. This article analyses the various concepts and measures introduced to guide policies for the commercialization of technology as well as various approaches employed by the Chinese government in the light of theories of market‐pull innovation and public choice.     

Performance‐Based Budgeting: The Contribution of the Program Assessment Rating Tool

Under the President's Management Agenda for performance and budget integration, the Office of Management and Budget (OMB) designed the Program Assessment Rating Tool (PART) to breath new life into performance‐based budgeting as envisioned by the Government Performance and Results Act (GPRA). This article discusses what PART is designed to do and how the PART process works. Based on recent Government Accountability Office (GAO) reports addressing implementation of PART in the last four fiscal years, the article answers such questions as: Has PART made a difference in program operations? What is the relationship between PART and GPRA? Has progress been made in improving the evidence base for PART assessments? How well does PART assess programs related to a common goal? What has been congressional reaction to the PART process? Are PART and performance budgeting making a difference in government?     

The Regulatory Gift: Politics,regulation and governance

This article introduces the “regulatory gift” as a conceptual framework for understanding a particular form of government‐led deregulation that is presented as central to the public interest. Contra to theories of regulatory capture, government corruption, “insider” personal interest, or profit‐seeking theories of regulation, the regulatory gift describes reform that is overtly designed by government to reduce or reorient regulators’ functions to the advantage of the regulated and in line with market objectives on a potentially macro (rather than industry‐specific) scale. As a conceptual framework, the regulatory gift is intended to be applicable across regulated sectors of democratic states and in this article the empirical sections evidence the practice of regulatory gifting in contemporary United Kingdom (UK) politics. Specifically, this article analyses the 2011 UK Public Bodies Act, affecting some 900 regulatory public bodies and its correlative legislation, the 2014 Regulator's Code, the 2015 Deregulation Act, and the 2016 Enterprise Bill. The article concludes that while in some cases the regulatory gift may be aligned with the public interest – delivering on cost reduction, enhancing efficiency, and stimulating innovation – this will not always be the case. As the case study of the regulatory body, the UK Human Fertilisation and Embryology Authority, demonstrates, despite the explicit claims made by legislators, the regulatory gift has the potential to significantly undermine the public interest.     

Assembling E‐Government Research Designs: A Transdisciplinary View and Interactive Approach

There is a growing recognition in the field of e‐government that improving the quality and impact of research requires taking into account their complex contexts and drawing on more interdisciplinary and collaborative research. Limited attention so far has been directed toward the conduct of such research, particularly in contract‐based research arrangements for developing e‐government policy. A four‐nation study of public e‐procurement policy is used here to make transparent the process of designing and conducting transdisciplinary and interactive research. Further sharing of research designs and accounts is needed to advance theory, policy, and practice, and to develop a history of ideas in the e‐government research field.     

“Tell It Like It Is”: Decision Making,Groupthink, and Decisiveness among U.S. Federal Subcabinet Executives

In addition to difficulties gathering and evaluating complete information, cognitive limitations and biases preclude individuals from making fully value‐maximizing choices when making decisions. It has been suggested that, done properly, involving advisors can compensate for individual‐level limitations. However, the “groupthink” tradition has highlighted ways group‐aided decision making can fail to live up to its potential. Out of this literature has emerged a paradigm Janis calls “vigilant problem‐solving.” For this article, we interviewed 20 heads of subcabinet‐level organizations in the U.S. federal government, asking questions about how they made important decisions. Ten were nominated by “good‐government” experts, 10 chosen at random. We wanted to see whether there were differences in how members of those two groups made decisions, specifically, to what extent executives in the two categories used a “vigilant” process. We found, however, that similarities between the two groups overwhelmed differences: As best as we were able to measure, decision making by U.S. subcabinet executives tracks vigilant decision making recommendations fairly closely. The similarity reflects a common style of senior‐level decision making, which we theorize grows out of government bureaucracy's methodical culture. We did, however, develop evidence for a difference between outstanding executives and others on another dimension of decision making style. Outstanding executives valued decision making decisiveness—“bias for action”—more than the comparison group. Perhaps, then, what distinguishes outstanding executives from others is not vigilance but decisiveness. Contrary to the implications of the groupthink literature, the danger in government may be “paralysis by analysis” as much or more than groupthink.     

Collaborative Innovation,New Technologies,and Work Redesign

Stakeholders agree on the need to promote innovation in work organization in public services. This article deploys the concept of collaborative innovation to discuss employees' and managers' experiences of a major technology‐driven work redesign project within National Health Service pharmacy services in Scotland. The authors draw on extant literature on New Public Management (NPM) and collaborative approaches to innovation to frame more than 40 in‐depth interviews with managers and employees. They find that key components of collaborative innovation—related to joint problem‐solving, interdisciplinary working, and mutual learning—were important to the success of the redesign project and had positive impacts on job quality for some employees. The authors argue that researchers and policy makers should look beyond NPM‐driven models that have dominated some areas of the public innovation literature to consider the potential added value of collaborative innovation to improving both work and service delivery in the public sector.     

Developing and Testing an Integrative Framework for Open Government Adoption in Local Governments

Open government is an important innovation to foster trustworthy and inclusive governments. The authors develop and test an integrative theoretical framework drawing from theories on policy diffusion and innovation adoption. Based on this, they investigate how structural, cultural, and environmental variables explain three dimensions of open government: accessibility, transparency, and participation. The framework is tested by combining 2014 survey data and observational data from 500 local U.S. government websites. Organizational structure, including technological and organizational capacity, is a determinant shared by all dimensions of open government. Furthermore, accessibility is affected by a mixture of an innovative and participative culture and external pressures. A flexible and innovative culture positively relates to higher levels of transparency, whereas capacity is a strong predictor of adopting participatory features. The main conclusion is that there is no one‐size‐fits‐all solution to fostering the three dimensions of open government, as each dimension is subject to a unique combination of determinants.     

Bureaucracy,Network, or Enterprise? Comparing Models of Governance in Australia,Britain, the Netherlands,and New Zealand

Theories of democratic government traditionally have relied on a model of organization in which officials act impartially, accept clear lines of accountability and supervision, and define their day–to–day activities through rules, procedures, and confined discretion. In the past 10 years, however, a serious challenge to this ideal has been mounted by critics and reformers who favor market, network, or "mixed–economy" models. We assess the extent to which these new models have influenced the work orientations of frontline staff using three alternative service types—corporate, market, and network—to that proposed by the traditional, procedural model of public bureaucracy. Using surveys of frontline officials in four countries where the revolution in ideas has been accompanied by a revolution in methods for organizing government services, we measure the degree to which the new models are operating as service–delivery norms. A new corporate–market hybrid (called "enterprise governance") and a new network type have become significant models for the organization of frontline work in public programs.     

政府创新：社会资本视角

社会资本理论是研究政府与公民、民主与信任等之间关系的一种新范式。布迪厄从微观层面上将社会资本概括为一种资源集合;科尔曼从中观层面上将社会资本概括为一种社会结构;帕特南从宏观层面上将社会资本概括为一种价值规范。从本质上讲,政府创新是一个政府与社会互动的过程,与社会资本之间存在内在的结构性关联。社会资本是政府创新的基本变量,其中的信任因素是政府创新合法性的重要来源,支持信念因素是政府创新的基本条件,参与网络因素是政府创新的重要基础。在社会资本视角下进行政府创新的途径在于加强社会制度建设,实现传统社会资本的现代转型;支持公民参与网络建设,培育公共精神和发展基层民主;培育第三部门力量,以转变政府职能和增强政府能力。     

THE “INVASION” OF MANUFACTURED CIVIL SOCIETY: GOVERNMENT–NONPROFIT PARTNERSHIPS IN A BRAZILIAN STATE

The growth of the nonprofit sector in Brazil has been conceptually similar to that of the Anglo‐Saxon Third Way, where the government promotes the creation of partnerships with civil society. This process has been criticized for creating a “manufactured civil society”. This study will investigate whether the same pattern can be observed in the Brazilian context, particularly within the Management Shock Reform implemented by Minas Gerais, one of the principal Brazilian states. Management Shock is guided by a governmental partnership discourse that promotes contractual partnerships with both businesses and nonprofits. We opted for a bottom‐up oriented research approach, aiming to comprehend the rationale for initiating and sustaining the partnerships revealed in the narratives that emerged from both government and nonprofit partners. Data were collected through semistructured interviews and content analysis of documents and the media. Results show the predominance of agency‐type partnerships, highlighting the centrality of the government and its techno‐bureaucratic role in fostering and maintaining Organização da Sociedade Civil de Interesse Público or Civil Society Organization of Public Interest designs. Differing from the Anglo‐Saxon context, we observed the “invasion” of market‐driven values in nonprofits and, to some extent, in government narratives. Copyright © 2011 John Wiley & Sons, Ltd.