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Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?

Wynen, Jan; Verhoest, Koen; Ongaro, Edoardo; van Thiel, Sandra and in cooperation with the COBRA netwo (2014). Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation? Public Management Review, 16(1) pp. 45–66.

DOI (Digital Object Identifier) Link: https://doi.org/10.1080/14719037.2013.790273
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Abstract

This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation-oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect.

Item Type: Journal Item
ISSN: 1471-9037
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for Public Leadership and Social Enterprise
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Item ID: 51037
Depositing User: Edoardo Ongaro
Date Deposited: 20 Sep 2017 11:52
Last Modified: 07 Dec 2018 10:56
URI: http://oro.open.ac.uk/id/eprint/51037
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