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Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization

In: Management Innovation

Author

Listed:
  • Carlos Martin-Rios

    (Rutgers University)

  • Charles Heckscher

    (Rutgers University)

  • Cesar Gonzalez

    (Instituto Ciencias del Patrimonio (CSIC))

Abstract

This paper uses a longitudinal case study of an internally driven organizational innovation and redesign process at a scientific or public research organization (PRO) as a way of illustrating innovation dynamics that result from the need to formulate a new strategic mission for the organization as a response to wider environmental and institutional pressure. Based on in-depth interviews with key participants, supplemented by a review of project reports, contract archives, publications and press coverage, this paper illustrates that organizational renewal is a complex phenomenon in PROs and that innovations in essential elements of the formal structure, work practices and values can serve as important enablers of change in highly rigid work environments; it also shows that the introduction of certain management principles borrowed from private organizations may accelerate change by providing a strong basis for developing a shared collaborative organization in public research.

Suggested Citation

  • Carlos Martin-Rios & Charles Heckscher & Cesar Gonzalez, 2014. "Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization," Springer Proceedings in Business and Economics, in: José-Luis Hervás-Oliver & Marta Peris-Ortiz (ed.), Management Innovation, edition 127, chapter 0, pages 61-74, Springer.
    • Handle: RePEc:spr:prbchp:978-3-319-03134-7_5
    DOI: 10.1007/978-3-319-03134-7_5
    as

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