Autonomy and distance from the centre as drivers of innovation in the public sector
Testing a positioning‐based hypothesis
Bibliographic Data
| ID | 9784608 |
|---|---|
| Authors | Luc Bernier (0000-0003-2064-2329, University of Bern, corresponding author), Carl Deschamps (0000-0003-1459-6362) |
| Year | 2020 |
| Volume | 63 |
| Issue | 2 |
| Pages | 271-292 |
| Publication date | 2020-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Canadian Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0008-4840 • E-ISSN: 1754-7121 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/capa.12378 |
| OpenAlex | W3036808224 |
| Language | EN |
| Citations received | 2 |
| References cited | 47 |
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
Autonomy · Business · Political science · Politics · Position (finance · Power (physics · Public relations · Public sector · Quality (philosophy · Accounting and Organizational Management · Finance · Management and Organizational Studies · Marketing · Public Administration · Public Policy and Administration Research
The Coordination of Public Sector Organizations
Governing from the Centre
Agencies
Innovation-Oriented Culture in the Public Sector
Phases of the Adoption of Innovation in Organizations
Internal and External Antecedents of Process Innovation
Organizational Innovation
Innovation as Social Action
The bright and dark sides of individual and group innovation
The persistence of innovation in government
Learning from Others
Innovation in Public Sector Human Services Programs
Why Reforms So Often Disappoint
Diffusion of Administrative Innovations in Canadian Public Administrations
The Changing Nature of Public Entrepreneurship
Entrepreneurial Leadership in the English Public Sector
An Exploration of Why Public Organizations ‘Ingest’ Innovations
Innovation, Public Policy and Public Services Delivery in the Uk. The Word That Would Be King
The Shining Lights? Public Service Awards as an Approach to Service Improvement
The politics of networked innovation
Organizational Change and Barriers to Innovation
A last word
Public service awards programs
Management Innovation and Organizational Performance
Feeling the Squeeze
Characteristics of Innovation and Innovation Adoption in Public Organizations
An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics
Innovation and Innovators Inside Government
New Public Management Is Dead--Long Live Digital-Era Governance
State Capacity and Economic Intervention in the Early New Deal
| Unique citing works | 2 |
|---|---|
| Citations per year | 0,5 |
| Citation span | 2022 - 2023 (2) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 2 |