Chapter

People and culture

christian bason

in Leading public sector innovation

Published by Policy Press

Published in print October 2010 | ISBN: 9781847426345
Published online March 2012 | e-ISBN: 9781447302681 | DOI: http://dx.doi.org/10.1332/policypress/9781847426345.003.0006
People and culture

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Innovation must be everybody's job, and the challenge is to stimulate a culture and behaviour that enforces it. This chapter focuses on the people who are ultimately carriers of the innovation capacity in the public sector. Innovation capacity is tightly linked to the ability to create, develop and maintain organisations that carry the traits associated with flexible work. One of the key concepts of the ‘innovation landscape’ that was introduced earlier was the role of innovation triggers, and employee-driven or ‘everyday’ innovation. Employees find it difficult to think of operations and innovation processes within the same context; it must be a key role of leadership and communication efforts in the organisation to attract attention to both types of processes, and incentivise them. Public managers must pay special attention to four sets of efforts: employee involvement and innovation culture, diversity, strategic competence development and innovation incentives.

Keywords: innovation capacity; diversity; incentives; culture; public sector; innovation landscape

Chapter.  6586 words.  Illustrated.

Subjects: Organizations

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