3.8 Article

The ecology of open innovation units: adhocracy and competing values in public service systems

期刊

POLICY DESIGN AND PRACTICE
卷 4, 期 2, 页码 212-227

出版社

TAYLOR & FRANCIS LTD
DOI: 10.1080/25741292.2021.1941569

关键词

Open innovation; public service; adhocracies; competing values framework; policy labs; innovation labs; service labs

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Efforts to encourage innovation and foster an open culture in government and public service institutions are crucial. Understanding the emerging innovation capabilities across these institutions is necessary to transform their culture and improve services. Analytic frameworks can help locate policy and innovation labs within this broader innovation ecosystem.
There have been concerted efforts to encourage innovation and to foster a more innovative and open culture to government and public service institutions. Policy and service innovation labs constitute one part of a broader open innovation movement which also includes open data, behavioral insights, digital services, data science units, visualization capabilities, and agile and lean methods. This article argues that we need to step back and better understand these ecologies of innovation capabilities that have emerged across public service institutions, and to recognize that as fellow innovation traveling companions they collectively seek to transform the culture of government and public service institutions, producing more effective, efficient and tailored policies and services. This article introduces analytic frameworks that should help locate policy and innovation labs amidst these other innovating entities. First, it delineates the various units and initiatives which can be seen as committed to new ways of working and innovating in public service institutions, often relying on open innovation rhetoric and approaches. Second, it shows how - despite the diversity among these entities - they nevertheless share similar attributes as adhocracies and are located as part of a broader movement and class of organizations. Third, we locate these diverse OI entities amidst broader public service systems using the Competing Values Framework. Fourth, this article situates the challenges confronting OI units developing and sustaining or broadening niches in public service systems. Finally, it identifies future research questions to take up.

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