ENTREPRENEURIAL LEADERSHIP IN THE ENGLISH PUBLIC SECTOR: PARADOX OR POSSIBILITY?
By G. Currie, Michael L. Humphreys, Deniz Ucbasaran, Steve McMANUS. 2008
193 citations recorded by the source corpus.
Our study explores the possibility for the enactment of entrepreneurial leadership in the English public sector under the Labour government’s modernization agenda. To substantiate our analysis, we draw upon data gathered from leaders in three public sector arenas – the National Health Service, secondary schools, and further education (FE) colleges. Our study proposes a definition of public sector entrepreneurship that extends beyond existing literature. In essence, we contend that public sector entrepreneurship is characterized by the combination of three distinct agencies: ‘stakeholder’, ‘entrepreneurial’ and ‘political’. The public sector entrepreneur identifies market opportunities within the political landscape, optimizes the performance-enhancing potential of innovation for the public sector organization, and carries stakeholders in a way that both permits risk and recognizes the stewardship of public sector resources.
Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/dbdc575817ac9b9632c3ebb642b38ea51bb75f4f
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In Management of Technology and Innovation
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Intensity of innovation in public sector organizations: The role of push and pull factors (2020, background): “Hence, this study support the importance of entrepreneurial leadership for innovation in this context (Currie et al., 2008; Zerbinati & Souitaris, 2005).”