Translating innovative practices into organizational knowledge in the public sector

A case study

Stuart Ferguson, Deborah Blackman

Research output: Contribution to journalArticle

2 Citations (Scopus)


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
Issue number1
Publication statusPublished - 1 Jan 2019


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