Translating innovative practices into organizational knowledge in the public sector

A case study

Stuart Ferguson, Deborah Blackman

    Research output: Contribution to journalArticle

    Abstract

    Previous research suggests that innovation is heavily informed by strategic management theories and that there is little engagement with practice-based approaches. A case study of a public sector organization identified as doing something innovative is presented. Four main themes emerged. Two themes, the 'importance of a mandate' and the 'development of trust', had their foundations in traditional management practices. The others, 'capacity to challenge the norms' and 'boundary spanning', emerged from practice. It is suggested that a managerial approach that developed a supportive setting for innovation enabled the development of practices whereby innovation was effectively recognized, nurtured and sustained.

    Original languageEnglish
    Pages (from-to)42-57
    Number of pages16
    JournalJournal of Management and Organization
    Volume25
    Issue number1
    DOIs
    Publication statusPublished - 1 Jan 2019

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    Organizational knowledge
    Public sector
    Innovation
    Boundary spanning
    Management practices
    Mandate
    Management theory
    Strategic management
    Public sector organizations

    Cite this

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    Translating innovative practices into organizational knowledge in the public sector : A case study. / Ferguson, Stuart; Blackman, Deborah.

    In: Journal of Management and Organization, Vol. 25, No. 1, 01.01.2019, p. 42-57.

    Research output: Contribution to journalArticle

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