Innovation in Governance and Public Services: Past and Present

By J. Hartley. 2005

1,020 citations recorded by the source corpus.

Subfields: Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4fa3c541b48ec79700977209b9fc18956bd10c12

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Citations in the corpus

Knowledge sharing in heterogeneous teams through collaboration and cooperation: Exemplified through Public–Private-Innovation partnerships (2014, background): “PPIs are considered to be heterogeneous as the team consists of public and private actors with very different values and objectives (Currie, Humphreys, Ucbasaran, & McManus, 2008; Drejer & Jørgensen, 2005; Hartley, 2005; Schmidt, 2008; Van der Wal, de Graaf, & Lasthuisen, 2008).”
A Systematic Review of Co-Creation and Co-Production: Embarking on the social innovation journey (2015, neutral): “…stakeholders, through an open process of participation, exchange and collaboration with relevant stakeholders, including end-users, thereby crossing organizational boundaries and jurisdictions (Hartley 2005; Bason 2010; Osborne and Brown 2011; Sorensen and Torfing 2011; Chesbrough 2003, 2006).”
Public sector innovation research: What’s next? (2010, background): “Two defining assumptions in the literature on public sector innovation (e.g. Grady 1992, Borins 2001, Walker 2003, Albury 2005, Hartley 2005, Mulgan 2007, Windrum and Koch 2008, Maddock 2008) are that: (a) the public sector suffers an innovation deficit or challenge, i.e. it is less innovative than…”
NEW PUBLIC MANAGEMENT VALUES AND PERSON‐ORGANIZATION FIT: A SOCIO‐PSYCHOLOGICAL APPROACH AND EMPIRICAL EXAMINATION AMONG PUBLIC SECTOR PERSONNEL (2008, methodology): “Achievement of these goals is often evaluated by ‘ measuring up to ’ the public sector and by creating clear performance indicators that enable more effective control and improvement of policies and managerial actions ( Hartley 2005 ).”
Introduction: Collaborative innovation in the public sector (2012, background): “There has been a growing interest in public innovation (Newman, Raine and Skelcher, 2001; Borins, 2008; Hartley, 2005) and there is a burgeoning literature on the role of interactive forms of governance such as partnerships and networks (Kickert, Klijn and Koppenjan, 1997; Rhodes, 1997; Sørensen…”
Open innovation in the public sector of leading countries (2012, background): “This paradigm, called citizen-centred governance, is based on emerging patterns of governance and service delivery (Hartley, 2005).”
Comparing Public and Private Sector Employees’ Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors (2015, background): “…Hartley argues that we need to be careful with over-reliance on findings from the private sector literature because there may be differences between product innovation (which most private literature focuses on) and service innovation (which is the main issue in public organizations) (Hartley 2005).”
The innovation deficit in public services: The curious problem of too much efficiency and not enough waste and failure (2009, background): “Yet this is also why it is equally legitimate to talk about uncertainty, enterprise and innovation in the economics of government services.”
INNOVATION IN THE PUBLIC SECTOR: A SYSTEMATIC REVIEW AND FUTURE RESEARCH AGENDA (2016, background): “specific societal problems Moore and Hartley (2008) Governance practice that attempts to enhance the”
Understanding Smart Cities: An Integrative Framework (2012, background): “Whereas innovation in technology for a smart city can be relatively easily observed and broadly agreed upon, subsequent changes in the policy context are more ambiguous [30].”
Public services management and co-production in multi-level governance settings (2016, methodology): “As pointed out by Benington and Hartley (2001) and Hartley (2005), these models can also be seen as competing, in that they coexist as layered realities for politicians and managers, with particular circumstances or contexts calling forth behaviors and decisions related to one or the other…”
Exploring Managerial Mechanisms that Influence Innovative Work Behaviour: Comparing private and public employees (2014, background): “In public organizations, the innovation focus resembles that of a cost-efficiency view, rendering dominance to process innovation (Hartley 2005).”