International Public Management Journal,
Journal Year:
2024,
Volume and Issue:
28(1), P. 153 - 168
Published: Nov. 12, 2024
Despite
the
existing
literature
identifying
importance
of
stakeholder
participation
in
public
sector
innovation,
little
is
known
about
practice
how
stakeholders
are
engaged
by
workers.
The
aim
this
article,
therefore,
to
address
gap
through
an
exploratory
analysis
UK
innovation
cases.
By
analyzing
micro-processes
engagement
work,
our
findings
illustrate
different
strategies
that
workers
adopt
based
on
whether
derives
from
top-down
or
bottom-up
and
managed
co-produce
innovation.
For
each
these
we
highlight
prevalence
four
sets
practices
were
identified
as
facilitating
–
procedural,
material,
relational,
cognitive.
Our
have
implications
for
looks
at
"doing"
management.
Public Performance & Management Review,
Journal Year:
2024,
Volume and Issue:
47(5), P. 1110 - 1137
Published: July 4, 2024
This
study
assesses
the
influences
of
organizational
ambidexterity
and
new
public
management
(NPM)
innovations
on
service
quality
in
under-researched
changing
context
Arabian
Peninsula
Gulf
States.
The
data
used
were
obtained
from
government
organizations
Sultanate
Oman
analyzed
using
structural
equation
modeling.
findings
indicate
that
exploitation
is
associated
with
this
relationship
partially
mediated
by
innovation.
results
show
an
indirect
between
NPM
practices
Moreover,
exploration
fully
extends
existing
research
contributes
to
international
administration
reform
innovation
literature
examining
applicability
Western
societal
politico-administrative
cultures.
Public Management Review,
Journal Year:
2024,
Volume and Issue:
26(12), P. 3664 - 3691
Published: May 8, 2024
Prompting
officials'
innovation
willingness
is
a
prerequisite
for
processes
of
public
sector
innovation.
This
article
constructs
framework
explaining
by
linking
environmental
antecedents
and
path
dependence.
The
empirical
analysis,
based
on
an
original
survey
403
officials
interviews
with
102
in
China,
shows
that
their
mostly
driven
factors
within
the
bureaucratic
system,
i.e.
top-down
horizontal
drivers
but
less
so
bottom-up
drivers.
Moreover,
previous
experience
tend
to
have
more
are
factors.
study
advances
theory
generation.
The Journal of Technology Transfer,
Journal Year:
2024,
Volume and Issue:
unknown
Published: June 27, 2024
Abstract
This
study
examines
obstacles
and
tactics
in
Sustainable
Development
Goals
(SDGs)-oriented
public
sector
innovation
(PSI).
We
analyzed
137
SDGs-oriented
PSIs
Thailand
Korea.
First,
our
results
indicate
that
the
configuration
of
is
influenced
by
politico-administrative
context
type.
Organizational
level
are
more
frequent
Thailand,
whereas
interaction
common
Second,
we
reveal
used
to
overcome
various
kinds
develop
a
classification
identifies
new
type,
forming
&
coordinating
for
tackling
originating
from
governance
collaboration
process.
empirical
provides
managers
with
insights
comprehend
PSI
choose
effective
overcoming
them.
The TQM Journal,
Journal Year:
2024,
Volume and Issue:
unknown
Published: May 28, 2024
Purpose
This
paper
aims
to
identifying
challenges
faced
by
innovation
in
the
public
sector
of
Jordan.
Design/methodology/approach
A
qualitative
method
was
adopted
for
achieving
study
objective
with
undertaking
thematic
analysis
upon
answers
respondents
relation
within
There
were
25
semi-structured
interviews
conducted
organizational
development
managers,
assessors
working
and
other
experts.
Findings
The
aspect
government
concept
that
is
most
important
creation
added
value,
also
a
process
individual
rather
than
one
institutional.
Leaders
or
managers
employees
are
considered
as
primary
sources
government.
On
basis
data
study,
it
concluded
management
Jordan
can
be
being
lack
culture
supportive
innovation,
vision
institutionalization,
an
plan
at
national
level,
general
awareness,
bureaucracy
rigidity
structures,
excessive
routine,
rewards
incentives,
training,
financial
resources
and,
finally,
silo
effect.
Several
recommendations
provided
improving
reality
including
building
supporting
activation
open
communication,
training
provision
proper
incentives
them.
Originality/value
conceptual
model
has
been
put
forward
may
employed
assessment
when
seeking
implement
institutions
sector.
benefit
both
decision
makers
practitioners
policy
administration
Jordan,
especially
through
identification
all
Jordanian
sector,
useful
strategies
mechanisms
help
mitigation
those
improvement
levels
Further,
results
act
catalyst
issuing
annual
reports
