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Innovation in the public sector: Dilemmas in the use of Ad Hoc processes

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  • Thomas N. Gilmore

    (Vice President, Wharton Center for Applied Research, and Adjunct Associate Professor, Healthcare Systems Department, The Wharton School)

  • James Krantz

    (Assistant Professor, Yale School of Management, Yale University)

Abstract

Increasingly, public sector executives are using ad hoc groups and processes-what we term “parallel processes”-as a vehicle for innovation. The central question is, however, when parallel processes are developmental and when they are bypasses that avoid critical issues. This paper reviews some potential weaknesses in the use of such groups by examining several cases that show how they can impede the actual implementation of the innovation. We propose a transitional perspective that regards parallel process as scaffolding, enabling new ideas and behaviors to grow strong enough to eventually allow their transfer to the permanent structure.

Suggested Citation

  • Thomas N. Gilmore & James Krantz, 1991. "Innovation in the public sector: Dilemmas in the use of Ad Hoc processes," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 10(3), pages 455-468.
    • Handle: RePEc:wly:jpamgt:v:10:y:1991:i:3:p:455-468
    DOI: 10.2307/3325326
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    Cited by:

    1. Alberto Peralta & Luis Rubalcaba, 2021. "How Governance Paradigms and Other Drivers Affect Public Managers’ Use of Innovation Practices. A PLS-SEM Analysis and Model," Mathematics, MDPI, vol. 9(9), pages 1-28, May.
    2. Mario Antonio Rivera, 1998. "Second Economy, Second Society, and Political Control in Cuba: Perspectives from Network and Institutional Economics," Annual Proceedings, The Association for the Study of the Cuban Economy, vol. 8.

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