|Keywords:||Innovation; network; Network and Network Analysis; Public administration; management; Management of public sector institutions; management learning|
|Full text PDF:||http://www.birmingham.ac.uk/schools/government-society/departments/local-government-studies/events/2015/irspm-conference/index.aspx|
The importance of facilitating innovation at the organizational, sectoral and national level is now a major focus in the public sector. Both formal and informal structures are likely to have an impact on the innovation capacity of public sector organizations. Formal governance structures, such as state traditions and resource arrangements, can either stimulate or block innovation. Informal structures are represented by networks, which are postulated to be associated with innovation capacity in various ways. Network diversity, an external/customer focus, and higher levels of trust and openness are all regarded as having positive impacts on innovation. But how are particular network positions and networking behaviour related to each other? What might this reveal about the link between networks and innovation capacity?