Innovation in public services: the pursuit of economic drivers

• Authors: Artur Ochojski , Marcin Baron
• Languages of publication: EN

Abstracts

EN

The interest in innovation in public sector, especially in municipalities, is extensively growing. The paper focuses on exogenous factors shaping changes and/or innovation in public services. The results of investigated cases and Delphi studies in Central Europe are briefly presented. A critical evaluation of the approach applied by authors follows. The learning outcome of the research may be valuable to public managers, innovative businesses and policy-makers who pursuit opportunities and try to analyze various influences on the public service.

Keywords

EN

Comparative studies; Delphi studies; Economic drivers; Policy drivers; Public service innovation; Technology drivers

PL

Innowacje w sektorze publicznym; Kierunki ekonomiczne; Studia Delphi; Studia porównawcze

• Publisher: Uniwersytet Ekonomiczny w Katowicach
• Journal: Journal of Economics and Management
• Year: 2015
• Volume: 19
• Pages: 173-180

Contributors

author

Artur Ochojski

author

Marcin Baron

References

• Aulich C. (2011), It's not ownership that matters: It’s publicness, “Policy Studies”, Vol. 32, No. 3, pp. 199-213.
• Barczyk S., Ochojski A., eds. (2005), Entrepreneurship, governance, local and regional development, Katowice: Publishing House of Akademia Ekonomiczna in Katowice.
• Baron M., Ochojski A., Polko A., Warzecha K., Simon M. (2014), Economics and strategic management of local public services in central Europe. Towards multidisciplinary analysis of infrastructure and service costs, Prague: Institute of Sociology, Academy of Sciences of the Czech Republic.
• Bommert B. (2010), Collaborative innovation in the public sector, “International Public Management Review”, Vol. 11, Iss. 1, pp. 15-33.
• Borins S. (2002), Leadership and innovation in the public sector, “Leadership & Organization Development Journal”, Vol. 23, No. 8, pp. 467-476.
• Eppink J., Waal S. de (2001), Global influences on the public sector [in:] Exploring public sector strategy, G. Johnson, K. Scholes (eds.), Harlow: Prentice Hall.
• Durance P., Godet M. (2010), Scenario building: Uses and abuses, “Technological Forecasting & Social Change”, Vol. 77, pp. 1488-1492.
• Goodman M., Dingli S. (2013), Creativity and strategic innovation management, London-New York: Routledge.
• Heartley J. (2005), Innovation in governance and public services: past and present, “Public Money and Management”, January, pp. 27-34.
• Klein P.G. et al. (2010), Toward a theory of public entrepreneurship, “European Management Review”, Vol. 7, pp. 1-15.
• Kickert W., Koppenjan J., Klijn E.-H. (1997), Managing complex networks: Strategies for the Public Sector, London: Sage.
• Kuźnik F. (2012), Polityka rozwoju i zarządzanie usługami publicznymi w strukturach samorządowych, Studia Komitetu Przestrzennego Zagospodarowania Kraju, Tom CXLIII, Warszawa: PAN.
• Lundvall, B.-Å. (2002), Innovation, growth and social cohesion: The Danish model, London: Edward Elgar.
• O’Toole L. (1997), Implementing public innovations in network settings, “Administration and Society” May, Vol. 29. No. 2, pp. 115-138.
• Parston G. (2007), Unleashing public-service, value through innovation, “Accenture Outlook”, No 2.
• Rhodes R.A.W (1996), The new governance: Governing without government, “Political Studies” Vol. XLIV, pp. 652-667.
• Sørensen E., Torfing J. (2012), Introduction. Collaborative Innovation in the Public Sector, “The Innovation Journal: The Public Sector Innovation Journal”, Vol. 17(1), pp. 1-13.

Identifiers

ISSN

1732-1948