- 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.
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- About the editors
- Introduction: innovation in public services
- Chapter 1: Explaining patterns of public management reform diffusion
- Chapter 2: Innovation and reform in public administration: one subject or two?
- Chapter 3: Public and private features of innovation
- Chapter 4: A services-influenced approach to public service innovation?
- Chapter 5: Public service innovation: what messages from the collision of innovation studies and services research?
- Chapter 6: Innovation as the practice of change in the public sector
- Chapter 7: Managing the change process: the state of the art
- Chapter 8: Managing stakeholders in the change and innovation process
- Chapter 9: Evidence-based policy-making for innovation
- Chapter 10: Innovation in public services: engaging with risk
- Chapter 11: Entrepreneur or entrepreneurship in public services?
- Chapter 12: Against all odds: bottom-up entrepreneurship and innovation in the Department of Defense
- Chapter 13: Leading successful innovation in local public services
- Chapter 14: Strategic management and change in the public services
- Chapter 15: Public procurement of innovation
- Chapter 16: Ethical innovation in the public services
- Chapter 17: E-government and innovation: the socio-political shaping of ICT as a source of innovation
- Chapter 18: Analyzing policies for government innovation in practice: electronic government policy in Italy, 1993–2003
- Chapter 19: Innovation and information in public/third sector partnerships for older people’s services: case studies from England and Italy
- Chapter 20: Collaborative innovation in the public sector
- Chapter 21: Innovation in an inter-organisational context
- Chapter 22: Innovation in complex public service systems
- Chapter 23: Innovation, networks and leadership
- Chapter 24: Policy networks and innovation
- Chapter 25: Co-production and innovation in public services: can co-production drive innovation?
- Chapter 26: The once and future pioneers? The innovative capacity of voluntary organizations and the provision of public services: a ongitudinal approach
- Chapter 27: Role of third sector organizations in health innovation networks
- Chapter 28: Social enterprise and innovation in third sector organizations
- Chapter 29: User involvement in public services innovation
- Chapter 30: Citizens and the co-creation of public service innovations
- Chapter 31: Evidence-based innovation in practice: experiences from health care and implications for the future
- Chapter 32: NHS Direct: a UK health sector innovation study
- Chapter 33: Internal and external influences on the capacity for innovation in local government
- Chapter 34: Innovations in structure: experience from local government in the UK
- Chapter 35: Strengthening the spread of innovation in the UK’s National Health Service
- Chapter 36: Exploring the diffusion and sustainability of service innovation in healthcare
- Chapter 37: Innovation in public services: old and new directions for knowledge
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