An empirical analysis of innovativeness in government
Findings and implications
Bibliographic Data
| ID | 9963142 |
|---|---|
| Authors | Seok Eun Kim (0000-0003-1307-8600, University of Arkansas at Fayetteville, corresponding author), Seok Eun Kim Seok Eun Kim (University of Arkansas-Fayetteville, USA), Gee Weon Chang (The Korea Institute of Public Administration), Gee Weon Chang Gee Weon Chang (Korean Institute of Public Administration, Seoul, South Korea) |
| Year | 2009 |
| Volume | 75 |
| Issue | 2 |
| Pages | 293-310 |
| Publication date | 2009-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/0020852309104177 |
| OpenAlex | W2134913051 |
| Language | EN |
| Citations received | 4 |
| References cited | 31 |
The purpose of the study is to identify the main determinants of innovation capacity in government using a large N dataset. Three different groups — agency employees, auditing agency employees, and executive officers of non-governmental organizations — evaluated the capacity for innovation of the 46 departments in the Korean central government. The results found that leadership style, performance-based reward, information and knowledge sharing, and learning culture appear to increase innovation capacity in government. Unexpectedly, goal clarity and network relationship moderates the capacity for innovation in government significantly. These counterintuitive findings challenge the conventional wisdom of bureaucratic inertia and call for a distinctive approach for research in government innovativeness. Points for practitioners As innovation has become a major tool of organizational survival, government managers must learn how to build capacity for innovation. They must not only have a strong will for exploring innovative ideas, but also act as a problem solver to implement innovative tasks effectively. Offering appropriate rewards for employees' creativity, encouraging information and knowledge sharing, and building a learning culture could also increase the capacity for government innovation. However, inappropriate goal clarification and consensus-building among network participants may impede innovation. Understanding the impact of innovation capacity would help government managers design strategic actions to make the government more receptive to innovation
Agency (philosophy · Business · CLARITY · Creativity · Government (linguistics · Knowledge management · Political science · Public relations · Sociology · E-Government and Public Services · Environmental Sustainability in Business · Marketing · Psychology · Public Policy and Administration Research
Government Performance
Information Theory and an Extension of the Maximum Likelihood Principle
Organizational Innovation
Organizational Innovation
Government at Work
Using Old Stuff in New Ways
Cross Pressures of Accountability
Goal Ambiguity and Organizational Performance in U.S. Federal Agencies
Leadership and the Transformation of a Major Institution
Innovative Organizations Require Innovative Managers
The Pursuit of Managerial Entrepreneurship
Models of Performance-Measurement Use in Local Governments
Galloping Elephants
An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics
Municipal Reinvention
The Role of Work Context in Work Motivation
Studying Governance and Public Management
Testing How Management Matters in an Era of Government by Performance Management
Building a practically useful theory of goal setting and task motivation
Structural Inertia and Organizational Change
| Unique citing works | 4 |
|---|---|
| Citations per year | 0,31 |
| Citation span | 2013 - 2026 (14) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 4 |