Abstract
Innovation is a central part of the UK Government’s programme to improve public services. However, there is little evidence on how innovation is managed in public service organizations. Drawing upon theories of the management of innovation and longitudinal case studies, this article demonstrates the iterative and complex ways in which innovations unfold. Issues of particular importance in the management of innovation include the role of teams and teamwork, projects, pilots and experiments, and various forms of project management.
Original language | English |
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Pages (from-to) | 93-102 |
Number of pages | 10 |
Journal | Public Money and Management |
Volume | 23 |
Issue number | 2 |
DOIs | |
Publication status | Published - Apr 2003 |
Externally published | Yes |
Funding
The research assistance of Emma Jeanes and Robert Rowlands is recognized. The research reported in this article was funded by the ESRC (Ll25251057).