Bricolage and invisible innovation in public service innovation

By Lars Fuglsang. 2010

192 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c11a84b29de8a8e3912b81c2157c9943bd7ebe8a

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Citations in the corpus

Advancing innovation in the public sector: Aligning innovation measurement with policy goals (2019, background): “…and selfdirected innovation developed within work groups are likely to occur regardless of the form of governance (Bugge and Bloch, 2016; Fuglsang, 2010; Brown and Osborne, 2013), but the probability of producing transformative or ‘breakthrough’ innovations could be enhanced by…”
Crowdfunding social ventures: a model and research agenda (2013, unknown): “In addition, closely related concepts to OR, such as Bricolage or innovation, are used to integrate OR and exploitation into a broader perspective of SE (Archer et al. 2009; Corner and Ho 2010; Marialaura Di Domenico et al. 2010; Fuglsang 2010; Nicholls 2010c; Shaw and Carter 2007).”
Open innovation in the public sector of leading countries (2012, methodology): “This perspective has been adopted in a growing number of recent studies ( Fuglsang, 2008, 2010”
A bricolage perspective on service innovation (2017, background): “The public sector has resource deficits when it comes to understanding customers (Fuglsang, 2010), while social organizations operating in low-income countries face naturally resource-constrained environments (Srinivas & Sutz, 2008).”
Public sector innovation—From theory to measurement (2013, background): “While this distinction is needed, it is till important to acknowledge and understand how the ccumulative “bricolage” (Fuglsang, 2010; Fuglsang and ørensen, 2011) taking place in day-to-day practice and roblem-solving relates to more systemic innovations.”
Two decades of research on innovation in services: which place for public services? (2013, methodology): “The bricolage model describes change and innovation as the consequences of unplanned activities carried out in response to random events and characterised by trial and error and ̳learning on the job‘ (Sanger and Levin, 1992; Fuglsang, 2010; Styhre, 2009).”