How innovation drivers, networking and leadership shape public sector innovation capacity (notice n° 569463)
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| fixed length control field | 02374cam a2200181 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250121131458.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Lewis, Jenny M. |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | How innovation drivers, networking and leadership shape public sector innovation capacity |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2018.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 3 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | The need to understand innovation in public sector environments is growing. There is also a need to build theory, test it empirically and compare across jurisdictions. This article aims to understand the factors that have an impact on innovation capacity. It examines the self-rated innovation capacity of three European city governments – Barcelona, Copenhagen and Rotterdam – in regard to innovation drivers (structures, processes and contextual factors), external networking (levels of communication outside the municipality) and leadership qualities. Results from an online survey of senior administrators in the cities (n=323) was used to empirically analyse the relationships between these using a structural equation model. Leadership has a stronger effect than innovation drivers and external networking on self-rated innovation capacity for these three city governments.Points for practitioners:Public sector innovation is a very important topic for public managers as the expectations on government agencies increase. Innovation capacity is related to innovation drivers and barriers, the amount of contact that individuals have with others outside their organization, and leadership. This empirical study of three cities shows that leadership has a bigger effect on innovation capacity than the structures, processes and contextual factors that drive innovation, as well as the amount of external contact that public managers have outside their organizations. In addition, for Barcelona and Copenhagen, the network governance and transformational types have the biggest effect on innovation, while for Rotterdam, it is the entrepreneurial type followed by the network governance type. |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Ricard, Lykke Margot |
| Relator term | author |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Klijn, Erik Hans |
| Relator term | author |
| 786 0# - DATA SOURCE ENTRY | |
| Note | International Review of Administrative Sciences | 84 | 2 | 2018-06-25 | p. 301-320 | 0303-965X |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-international-review-of-administrative-sciences-2018-2-page-301?lang=en&redirect-ssocas=7080">https://shs.cairn.info/journal-international-review-of-administrative-sciences-2018-2-page-301?lang=en&redirect-ssocas=7080</a> |
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