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Research on government innovation has focused on identifying factors that contribute to higher levels of innovation adoption. Even though various factors have been tested as contributors to high levels of innovation adoption, the independent variables have been predominantly contextual and community characteristics. Previous empirical studies shed little light on chief executive officers' (CEOs) attitudes, values, and behavior. Result has also varied with the type of innovation examined. This research examined the effect of CEOs' attitudes and behaviors, and institutional motivations on the adoption of sustainability practices in their municipalities. First, this study explored the relationship between the adoption level of sustainability practices in local government and CEOs' entrepreneurial attitudes (i.e. risk taking, proactiveness, and innovativeness) and discovery skills (i.e. associating, questioning, experimenting, observing, and networking) that have not been examined in prior research on local government innovation. Second, the study explored the impact of organizational intention to change and isomorphic pressures (i.e., coercive, mimetic, and normative pressures) and the availability and limit of organizational resources on the early adoption of innovations in local governments. Third, the study examines how CEOs' entrepreneurial attitudes and discovery skills, and institutional motivations account for high and low sustaining levels of innovation over time by tracking how much their governments have adopted innovations from the past to the present. Lastly, this study explores their path effects CEOs' entrepreneurial attitudes, discovery skills, and isomorphic pressures on sustainability innovation adoption. This is an empirical study that draws on a survey research of 134 CEOs who have influence over innovation adoption in their local governments. For collecting data, the study identified 264 municipalities over 10,000 in population that have responded to four surveys on innovative practices conducted by the International City/County Management Association (ICMA) in past eight years: the Reinventing local government survey (2003), E-government survey (2004), Strategic practice (2006), and the Sustainability survey (2010). This study combined the information about the adoption of innovations from four surveys with CEOs' responses in the current survey. Socio-economic data and information about variations in form of government were also included in the data set. This study sheds light on the discovery skills and institutional isomorphic pressures that influence the adoption of different types of innovations in local governments. This research contributes to a better understanding of the role of administrative leadership and organizational isomorphism in the dynamic of innovation adoption, which could lead to improvements in change management of organizations.
Americans today recognize and celebrate leadership genius in the management of private companies. At the same time, the American public remains deeply skeptical of government's ability to address real economic and social challenges. The contributors to this timely and important volume increase our understanding of the potential incentives for and barriers to creative problem-solving in the public sector. Drawing on case studies of state and local government, as well as theoretical literature on private sector management, these scholars reveal both the problems and the possibilities in governmental decision-making.
"This book provides examinations of the adoption and impact of e-government"--Provided by publisher.
A Brookings Institution Press and Ash Center for Democratic Governance and Innovation publication Sandford Borins addresses the enduring significance of innovation in government as practiced by public servants, analyzed by scholars, discussed by media, documented by awards, and experienced by the public. In The Persistence of Innovation in Government, he maps the changing landscape of American public sector innovation in the twenty-first century, largely by addressing three key questions: • Who innovates? • When, why, and how do they do it? • What are the persistent obstacles and the proven methods for overcoming them? Probing both the process and the content of innovation in the public sector, Borins identifies major shifts and important continuities. His examination of public innovation combines several elements: his analysis of the Harvard Kennedy School's Innovations in American Government Awards program; significant new research on government performance; and a fresh look at the findings of his earlier, highly praised book Innovating with Integrity: How Local Heroes Are Transforming American Government. He also offers a thematic survey of the field's burgeoning literature, with a particular focus on international comparison.
In response to changes in internal needs, external organizational environments, and the expectations of shareholders – most notably, citizens and politicians – innovation is now an important common-place aspect of governance and the running of public service organizations. Given the ongoing financial and economic crisis, which presents a significant challenge to public service organizations (PSOs), there is a growing need to establish innovative strategies in order to survive the crisis, and provide the basis for future sustainable growth. This book contributes towards the discussion of PSO innovation through theoretically informed empirical studies of innovation across a range of theories, topics and fields. Studies examine the role of citizens, managers, and public service organizations; the adoption, diffusion, implementation, and management of innovations; collaboration, communication, and information technologies; and decision-making, ethical principles, HR management, leadership, and procurement. The studies – which examine the situation in a range of countries in Europe and Asia – cover a range of different organizations such as non-profits, health service organizations, and local governments. This book was originally published as a special issue of Public Management Review.