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Strategies for Introducing Organizational Innovation to Public Service Organizations

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  • Collm
  • Schedler

Abstract

As social systems, organizations need to ensure connectivity between established and deviant communication streams to accomplish organizational innovation. This article explores elements and systemic strategies of connectivity formation for the introduction of an organizational innovation such as the concept of crowd innovation in the public sector. For public administrations, crowd innovation represents an organizational innovation since it implies broad participation and the integration of external ideas, and thus often opposes prevalent organizational structures. Our findings contribute to the knowledge on systemic innovation management and suggest that public managers can enhance connectivity formation by addressing semantics, routines, practices, roles, and redundancies.

Suggested Citation

  • Collm & Schedler, 2014. "Strategies for Introducing Organizational Innovation to Public Service Organizations," Public Management Review, Taylor & Francis Journals, vol. 16(1), pages 140-161, January.
    • Handle: RePEc:taf:pubmgr:v:16:y:2014:i:1:p:140-161
    DOI: 10.1080/14719037.2013.822528
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    Cited by:

    1. Gerald Midgley & Erik Lindhult, 2021. "A systems perspective on systemic innovation," Systems Research and Behavioral Science, Wiley Blackwell, vol. 38(5), pages 635-670, October.
    2. Mehmet Akif Demircioglu & David B. Audretsch, 2019. "Public sector innovation: the effect of universities," The Journal of Technology Transfer, Springer, vol. 44(2), pages 596-614, April.
    3. Aldona Frączkiewicz-Wronka & Martyna Wronka-Pośpiech, 2018. "How Practices of Managing Partnerships Contributes to the Value Creation—Public–Social Partnership Perspective," Sustainability, MDPI, vol. 10(12), pages 1-25, December.
    4. Sounman Hong & Jungmin Ryu, 2019. "Crowdfunding Public Projects: Collaborative Governance for Achieving Citizen Co-funding of Public Goods," Papers 1902.02480, arXiv.org.

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