Table of Contents

Handbook of Innovation in Public Services

Handbook of Innovation in Public Services

Elgar original reference

Edited by Stephen P. Osborne and Louise Brown

Leading researchers from across the globe review the state of the art in research on innovation in public services, providing an overview of key issues from a multi-disciplinary perspective. Topics explored include: context for innovation in public services and public service reform; managerial change challenges; ICT and e-government; and collaboration and networks. The theory is underpinned by seven wide-ranging case studies of innovation in practice.

Chapter 8: Managing stakeholders in the change and innovation process

John M. Bryson and Barbara C. Crosby

Subjects: business and management, public management, economics and finance, services, innovation and technology, innovation policy, politics and public policy, public policy

Extract

This chapter focuses on how and why public managers might go about using stakeholder identification and analysis techniques in order to help their organizations effectively manage change processes. A range of stakeholder identification and analysis techniques is reviewed. The techniques cover: organizing participation; problem or opportunity formulation and direction setting; solution search; building a winning coalition around proposal development, review, and adoption; and implementing, monitoring, and evaluating strategic interventions. The chapter argues that wise use of stakeholder analyses can help frame issues that are solvable in ways that are technically and administratively feasible and politically acceptable and that advance the common good. Conversely, failure to attend to stakeholder interests, resources, and influence can stymie efforts to help organizations innovate to deal with or anticipate changes in their environment. Moreover, stakeholder involvement can help public managers improve innovation designs that may look good on paper but not be sufficiently attuned to conditions on the ground or to political forces. The chapter concludes with a number of recommendations for management research, education, and practice. It draws heavily on Bryson (2004, 2011), Bryson and Patton (2010), and Bryson et al. (2011).

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information