Edited by Stephen P. Osborne and Louise Brown
Chapter 11: Entrepreneur or entrepreneurship in public services?
As a consequence of reforms in the public sector to improve effectiveness and efficiency and to raise responsiveness to citizens’ needs, a search for alternative frameworks to manage and guide the management of public sector organisations has been called for (Zampetakis and Moustakis 2007). Recent changes in society have meant that public sector organisations are expected to provide better value (Cripps 2002), often by adopting private sector standards commonly found in areas such as hospitality and banking (Currie et al. 2008). The impact of these changes has left the public sector struggling to re-orientate and searching for new ways to manage itself, which has increased the call for the public sector to turn towards entrepreneurship and innovation (Caruana et al. 2002). This is especially true in the case of the UK, where the Coalition Government elected in 2010 has set out a comprehensive plan of spending cuts to reduce the budget deficit (HM Treasury 2010), forcing public sector organisations to rethink, reorganise, maintain and even improve service provision with fewer resources (Radnor 2010). The term ‘public sector entrepreneurship’ has been developed by theorists who have turned their attention to examining the need for creative, opportunity-seeking and innovative behaviours associated with entrepreneurship in the context of public service activities (e.g. Ramamurti 1986; Doig and Hargrove 1987; Bellone and Goerl 1992).
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