Innovation-oriented culture in the public sector: Do managerial autonomy and result control lead to innovation?

Verhoest, Koen, Wynen, Jan, Ongaro, Edoardo and van Thiel, Sandra (2014) Innovation-oriented culture in the public sector: Do managerial autonomy and result control lead to innovation? Public Management Review, 16 (1). pp. 45-66. ISSN 1471-9037

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Official URL: http://dx.doi.org/10.1080/14719037.2013.790273

Abstract

This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation-oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect.

Item Type: Article
Additional Information: Special issue: Innovation in Public Services. Article published online 16-5-13 ahead of print.
Uncontrolled Keywords: innovation-oriented culture, managerial autonomy, result control, new public management, autonomous agencies
Subjects: L200 Politics
L400 Social Policy
N200 Management studies
Department: Faculties > Arts, Design and Social Sciences > School of Arts and Social Sciences > Social Sciences
Depositing User: Edoardo Ongaro
Date Deposited: 06 Feb 2014 09:49
Last Modified: 10 Aug 2015 11:01
URI: http://nrl.northumbria.ac.uk/id/eprint/15303

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