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Evidence on the Management of Public Services Innovation

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  • Richard M. Walker

Abstract

Innovation is a central part of the UK Government's programme to improve public services. However, there is little evidence on how innovation is managed in public service organizations. Drawing upon theories of the management of innovation and longitudinal case studies, this article demonstrates the iterative and complex ways in which innovations unfold. Issues of particular importance in the management of innovation include the role of teams and teamwork, projects, pilots and experiments, and various forms of project management.

Suggested Citation

  • Richard M. Walker, 2003. "Evidence on the Management of Public Services Innovation," Public Money & Management, Taylor & Francis Journals, vol. 23(2), pages 93-102, April.
    • Handle: RePEc:taf:pubmmg:v:23:y:2003:i:2:p:93-102
    DOI: 10.1080/09540962.2003.10874830
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    References listed on IDEAS

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    1. Stephen P. Osborne & Norman Flynn, 1997. "Strategic Alliances Managing the Innovative Capacity of Voluntary and Non-Profit Organizations in the Provision of Public Services," Public Money & Management, Taylor & Francis Journals, vol. 17(4), pages 31-39, October.
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    Cited by:

    1. Salge, Torsten Oliver, 2012. "The temporal trajectories of innovative search: Insights from public hospital services," Research Policy, Elsevier, vol. 41(4), pages 720-733.
    2. Bruns, Hans-Jürgen, 2014. "Accounting change and value creation in public services—Do relational archetypes make a difference in improving public service performance?," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 25(4), pages 339-367.

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