Inter-Organizational Collaboration as a Source of Innovation in Public Management
Innovations in public management tend to be defined as creative ideas put into practice; of management seeking to resolving persistent problems faced while pursuing the public interest. Interorganizational collaboration fuelling the effective accomplishment of ventures launched within organizations is regarded as one of the methods for creating and implementing innovations. Therefore, the overarching objective of this paper is to investigate the correlations between interorganizational collaboration and creation of organizational innovations. The paper was drawn from literature studies and empirical research. It gives an insight into requirements for inter-organizational collaboration in public management with an emphasis on creating innovations. Furthermore, the innovative process in public management was illustrated as well as innovative inter-organizational collaboration was defined as creating cutting-edge ideas, concepts and methods for untangling specific problems underlying management by numerous organizations through their engagement in common enterprises and consolidation of resources, knowledge and ingenuity. Overall, this collaboration takes into account organizational and legal requirements and relies on previous positive relationships and capabilities enjoyed by individual organizations to build and advance rapports with other organizations. Literature studies were partly illustrated with empirical findings from research conducted in 2010 in commune offices located in the south of Poland (in the Malopolskie province). Surveys carried out led to affirming that though the needs and benefits in terms of creation of innovations as part of inter-organizational collaboration in public management attained visibility and recognition, though common practice within local government units fails to reaffirm this. Different replies to the implementation gaps of inter-organizational collaboration have been rendered, but there was no conclusive answer about how to achieve implementation.
|This chapter was published in: Barbara Kozuch & Katarzyna Sienkiewicz-Malyjurek , , pages 245-253, 2013.|
|This item is provided by ToKnowPress in its series Active Citizenship by Knowledge Management & Innovation: Proceedings of the Management, Knowledge and Learning International Conference 2013 with number 245-253.|
|Contact details of provider:|| Web page: http://www.toknowpress.net/proceedings/978-961-6914-02-4/|
When requesting a correction, please mention this item's handle: RePEc:tkp:mklp13:245-253. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Alen Jezovnik)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.