Encouraging innovation in the public sector

By S. Borins. 2001

392 citations recorded by the source corpus.

Subfields: Marketing, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5d3044285bb3d2d60b69bfcc0de1ac37cec29037

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Citations in the corpus

Advancing innovation in the public sector: Aligning innovation measurement with policy goals (2019, background): “…can be used to identify different governance methods, include the sources of ideas for innovation, ranging from front-line staff to politicians (Borins, 2001); the division of responsibilities, the innovation culture, managerial characteristics, and where innovation capabilities lie (internal…”
Street-level policy entrepreneurship (2015, background): “Innovations developed by front-line staff and lowor middle managers accounted for 48–57 per cent of the highest-ranked applications (Borins 2001b).”
A causal model of human capital antecedents and consequents in the financial services industry (2009, background): “There are dramatic differences between these two types of an organization (Borins, 2001; Borins et al., 2007).”
Co-creation and innovation in public services (2013, background): “The examples effectively demonstrate how customer engagement activities, ranging from their simplest forms through to the most elaborate co-design activities, represent the co-creation of value activities (Prahalad, 2004) susceptible to fostering innovation (Borins, 2001).”
Public service innovation and multiple institutional logics: The case of hybrid social enterprise providers of health and wellbeing (2017, background): “Public sector practices are characterised by asymmetric incentives whereby unsuccessful innovations are punished more severely than are successful ones rewarded, and there is also adverse selection by innovative individuals against careers in public services (Borins, 2001).”
PUBLIC SECTOR INNOVATION FOR EUROPE: A MULTINATIONAL EIGHT‐COUNTRY EXPLORATION OF CITIZENS’ PERSPECTIVES (2008, background): “…approach to studying organizational innovation is through intra-organization perspectives such as employees ’ and managers ’ attitudes, technological or fi nancial data, or best practice comparisons across fi rms, cultures, or time (see, for example, Berry 1994; Evans 1996; Borins 2000a, 2001 ).”
IC and public sector: a structured literature review (2015, background): “The articles by Borins (2001), Chua (2002), Sánchez and Elena (2006) and Cinca et al.”
Public Sector Innovation and Entrepreneurship: Case Studies from Local Government (2002, background): “Osborne and Gaebler’s (1993) seminal publication introduced the notion of the public sector entrepreneur, while others (for example, Leadbetter and Goss, 1998; Moon, 1999; Morris and Jones, 1999; Borins, 2001b) added further insights into the concept.”
Examining the link between Islamic work ethic and innovation capability (2010, result): “It is notable that the innovative capability of the public sector is under-researched compared with the remarkable reports documented on innovation in the private sector (Borins, 2001; Brown and Osborne, 2005; Osborne and Gaebler, 1992).”
How European public sector agencies innovate: The use of bottom-up, policy-dependent and knowledge-scanning innovation methods (2015, background): “The dominance of ‘bottom up’ innovations proposed by managers and staff among award finalists in the United States (Borins, 2001) suggests that this type of innovation could also be correlated with successful outcomes, although the award data are limited to a non-random selection of innovations and…”
Public sector innovation—From theory to measurement (2013, background): “In the private sector there has also been a culture for rewarding successful innovation, whereas this is less common for the public sector (Borins, 2001).”
Using Employee Empowerment to Encourage Innovative Behavior in the Public Sector (2013, background): “…back much further than the previous year; may reward either individuals or groups; and often provide only nonmonetary rewards or recognition (see Borins, 2001)5 More satisfied employees are generally more committed to the organization and thus more likely to look for ways to improve performance…”