INNOVATION TYPE AND DIFFUSION: AN EMPIRICAL ANALYSIS OF LOCAL GOVERNMENT

By R. M. Walker. 2006

378 citations recorded by the source corpus.

Subfields: Political Science and International Relations, Public Administration, Urban Studies

View Paper: https://www.semanticscholar.org/paper/bf2fd492e3ee2d376a686d3438d42b9d46525008

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Citations in the corpus

Public sector innovation research: What’s next? (2010, background): “The first paper in this special issue is ‘Innovative and entrepreneurial activity in the public sector: The changing face of public sector institutions’ by Belinda Luke, Martie-Louise Verreynne and Kate Kearins (2010).”
Intensity of innovation in public sector organizations: The role of push and pull factors (2020, methodology): “…such as demanding environments and political expectations, and organizational characteristics such as organization size, leadership, organizational culture, transfer and application of knowledge, and well-educated employees (Luke, Verreynne, & Kearins, 2010; Sørensen & Torfing, 2011; Walker, 2006).”
How European public sector agencies innovate: The use of bottom-up, policy-dependent and knowledge-scanning innovation methods (2015, background): “The traditional governance structure for the public sector limits innovation to a ‘top down’ process driven by political decisions (Hartley, 2005; Walker, 2006), although senior managers may have some room to influence how legislated change or ministerial directives are implemented.”
The innovation deficit in public services: The curious problem of too much efficiency and not enough waste and failure (2009, background): “Of course there is no shortage of recognition of the need for innovation in the provision of public services (Golden 1990; Osbourne 1998a, 1998b; Newman et al 2001; Bhatta 2003; Mulgan and Albury 2003; Walker 2003, 2006; Kanarck 2004; Hartley 2005; Albury 2005).”
Internal and External Antecedents of Process Innovation: A review and extension (2014, methodology): “…of the studies examined surveyed one respondent from each organization, the exceptions being those in Demark, England and Wales (Boyne et al., 2005; Walker, 2006, 2008; Hansen, 2010).7 The rest of the studies use a combination of secondary and survey data, with seven using only survey data,…”
Climate policy innovation:The adoption and diffusion of adaptation policies across Europe (2014, background): “In addition to emulation and learning, it has also been shown that politicians and public officials can come under pressure from their constituencies, other countries or supra-national authorities, effectively being coerced into adopting new polices (Walker, 2006; Berry and Berry, 2007).”
Advancing innovation in the public sector: Aligning innovation measurement with policy goals (2019, background): “, 2013) and local authorities in England (Walker, 2006; Damanpour et al., 2009).”
Combinative effects of innovation types and organizational Performance: A longitudinal study of service organizations (2009, background): “Like the majority of the studies of the adoption of innovation at the firm level, we define innovation as new to the adopting organization (Bantel and Jackson, 1989; Damanpour and Evan, 1984; Walker, 2006).”
INNOVATION IN THE PUBLIC SECTOR: A SYSTEMATIC REVIEW AND FUTURE RESEARCH AGENDA (2016, background): “For instance, on the organizational level, we encountered a strong emphasis on the role of organizational slack or innovative leaders in both stages (e.g. Gabris et al. 2001; Walker 2006).”