book

Innovation and Leadership in the Public Sector

Name: Innovation and Leadership in the Public Sector
ISBN: 9781000713725

by Mahmoud Moussa, Leonie Newnham, Adela McMurray, Nuttawuth Muenjohn

September 2022

Intermediate to advanced

206 pages

7h 8m

English

Routledge

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Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication
Table of Contents
List of Figures
List of Tables
Preface

About the Book
Introduction: Innovation in the Public Sector
ObjectivesDefinitions and Types of InnovationTypes of InnovationInnovation and CreativityInnovation Levels of AnalysisInnovation at the Individual LevelInnovation at the Team LevelInnovation at the Organisational LevelInnovation at the Climate LevelInnovation in the Public Sector versus the Private SectorAntecedents of InnovationOversights in Innovation LiteratureReferences
1 The Factors Contributing towards Innovation in Public Sector Organisations
IntroductionLiterature ReviewBarriers to Organisational InnovationUnderstanding Notions of LeadershipOrganisations’ Climates for Promoting InnovationConclusionReferences
2 Leadership and Barriers to Innovation in the Australian Public Sector
IntroductionBackgroundMethodologyFindingsOrganisational Barriers to InnovationLeadership CharacteristicsOrganisational ClimateDiscussionConclusionReferences
3 Innovation Strategies in Motion in the Australian Public Sector
IntroductionBackgroundMethodologyFindings and DiscussionConclusionReferences
4 Innovation at the Individual, Organisational, Team and Climate Levels in Australian Public Sector Organisations
IntroductionLiterature Review and Hypotheses DevelopmentBarriers to InnovationLeadership Characteristics and InnovationOrganisational ClimateMethodsFindingsDiscussionConclusionReferences
5 Documentary Analysis of the Relationship between Culture and Workplace Innovation in Public Sector Organisations
IntroductionWhat Is Organisational Culture?Differences between Private- and Public Sector Organisational CultureRelationship between Organisational Culture and InnovationOrganisational Culture in the Public Sector and Its Connection to Workplace InnovationHow the Connection of Behaviours at the Organisation Level Creates Climate that Impacts Innovative BehavioursDemographics and Employment CharacteristicsIntroduction to the Case StudyConceptual FrameworkConclusionReferences
6 The Relationship between Workplace Innovation and Public Sector Culture
IntroductionBackgroundMethodologyFindingsDiscussion and ImplicationsConclusionReferences
7 How Different Demographic Groups Perceive Workplace Innovation Related to Public Sector Culture
IntroductionBackground on the Demographics of Gender, Age, Marital Status within a Public Sector OrganisationMethodologyFindingsInference 1—Group Culture Is More Important for Workplace InnovationMeta-Inference: Group Culture Is More Important than Organisational Culture in Department A in Supporting Workplace InnovationInference 2—Department A Change Management Was Managed Centrally and Led by Senior Executives with Limited Engagement with StaffMeta-Inference: Cultural Change Management in Department A Was Led by Senior Executives Who Were Not Engaging with Staff at All Organisational Levels and This Resulted in Reduced Cultural Cohesion and Workplace InnovationInference 3—Particular Demographic Groups Experienced DisadvantageMeta-Inference: Particular Demographic Groups Were Disadvantaged When Department A Created New Organisational Structures Thus Reducing Their Innovation CapacityConclusionReferences
8 How Staff Having Specific Employment Characteristics Perceive Workplace Innovation Related to Public Sector Culture
IntroductionBackground on the Specific Employment Characteristics of Working Tenure, Job Type, Work Group, Work Role and Workplace Flexibility within a Public Sector OrganisationMethodologyFindingsInference 1. Workplace Innovation Was Not Supported Equally across Department A, Reducing Workplace Innovation CapacityMeta-Inference: There Were Divisions between Different Levels of the Organisation Associated with Support for Workplace Innovation. The Managers Were Identified as an Important Group that Had a Significant Impact on Culture and Workplace Innovation in Their GroupsInference 2. Department A’s Workplace Structure Impacted on Workplace InnovationMeta-inference: Department A’s workplace structure impacted on Workplace InnovationConclusionReferences
9 A Cross-Cultural Comparison of Public Sector Innovation and Leadership
BackgroundInnovation in Public Sector OrganisationsOvercoming Barriers to Innovation in Public Sector OrganisationsLeadership in Public Sector OrganisationsCreating Environments for Innovation in Public Sector OrganisationsConclusionReferences
10 The Dark Side of Public Sector Organisations
IntroductionReviewing the Dark Side of Public Sector OrganisationsBackgroundBureaucratic Organisational FormDiffering Organisational and Group CulturesWorking with Complex Governance ArrangementsManaging across Complex Organisational FormsDifficulties Presented by Public Sector Organisations and Their Operational Forms in Restricting Research Efforts— A Case StudyWays to Support Organisations and Managers in Overcoming the Dark Side of Public Sector Organisations to Allow InnovationNew Public Governance as a Management ApproachLeadership by Public ServantsOpen up Organisations to Collaborate More Closely with Universities as Key Builders of Knowledge and Stakeholders in Public Sector InnovationConclusionReferences
Index

Overview

The book reviews the relationship between culture and workplace innovation as a multi-dimensional, subjective and context specific phenomenon operating dynamically as organisational innovation, organisational climate for innovation, team and individual innovation.

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