Collaborative innovation: A Viable Alternative to Market Competition and Organizational Entrepreneurship

By J. Hartley, Eva Sørensen, J. Torfing. 2013

600 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c8a6788e79b02b050ed38d3f739522d627dd28da

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. A. Arundel
2. P. Trott
3. Emre Cinar
4. C. Simms
5. Bruno van Pottelsberghe de la Potterie
6. K. Hussinger
7. Gaétan de Rassenfosse
8. Mariano Nieto-Antolín

In Strategy and Management

1. P. Trott
2. Emre Cinar
3. C. Simms
4. A. Arundel
5. Luca Casali
6. B. Ferguson
7. Hanna de Vries
8. Victor Bekkers

Citations in the corpus

• How European public sector agencies innovate: The use of bottom-up, policy-dependent and knowledge-scanning innovation methods (2015, background): “NPM was first adopted by AngloSaxon countries and later taken up to varying degrees by European governments (Hartley et al., 2013).”
• INNOVATION IN THE PUBLIC SECTOR: A SYSTEMATIC REVIEW AND FUTURE RESEARCH AGENDA (2016, background): “On the other hand there are also a number of publications that try to grasp the meaning and importance of public sector innovation in a more conceptual way (Osborne & Brown, 2011; 2013; Hartley et al., 2013), sometimes combing this with a more normative approach (Bason, 2010).”
• Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion (2020, background): “The definition and understanding of problems, the generation of potential solutions, the selection of a solution and the implementation of this solution are all argued to benefit from the combined insights and resources of multiple actors (Hartley, Sørensen, and Torfing 2013).”
• Strengthening political leadership and policy innovation through the expansion of collaborative forms of governance (2017, unknown): “…them to challenge reigning policy paradigms, stimulate creative problem-solving, facilitate a comprehensive assessment of risks and gains of new and bold solutions, provide complementary resources, and help build common ownership that ensures implementation (Hartley, Sørensen, and Torfing 2013).”
• A systematic review of barriers to public sector innovation process (2019, methodology): “Similarly, we construct from the literature a set of four observation stages: idea generation (Hartley, Sørensen, and Torfing 2013), development and design (Osborne 2002), implementation (Osborne 2002; Walker, Jeanes, and Rowlands 2001), and finally sustainment (Stirman et al. 2012).”
• Advancing innovation in the public sector: Aligning innovation measurement with policy goals (2019, background): “Public sector organizations can be under pressure to innovate for a variety of reasons, ranging from public demand for new or improved services to budgetary constraints (Walker, 2006; Hartley et al., 2013).”