Handbook of Innovation in Public Services
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Handbook of Innovation in Public Services

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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Chapter 27: Role of third sector organizations in health innovation networks

Paul Windrum


This chapter addresses the role played by third sector organizations in forming and managing health innovation networks, and their contribution to the co-production of new health services. The third sector has grown significantly, both in terms of the number of third sector organizations which exist and the range of sectors in which they operate. Research on the third sector is nascent but intensifying as national governments and the EU consider its social and economic role (Osborne 2009). Third sector organizations are found in a variety of sectors in Europe, and take a variety of organizational forms. Kendal and Knapp (1995) describe the third sector as a ‘loose and baggy monster’. Hasenfeld and Gidron (2005) highlight the complex organizational forms that are developing in not-for-profit organizations and link this to specialization and differentiation. Brandsen et al. (2005) and Evers (2005) propose that the traditional ideal-type characterization of voluntary organizations no longer applies because these hybrid organizational forms mix core values, cultures and organizational forms which were previously thought to be discrete and particular to the public and the private sector.

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