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 language | English |
|---|---|
| Pages (from-to) | 42-57 |
| Number of pages | 16 |
| Journal | Journal of Management and Organization |
| Volume | 25 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 1 Jan 2019 |