Evidence on the Management of Public Services Innovation

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.

Additional information

Notes on contributors

Richard M. Walker

Richard M. Walker is Reader in Public Policy and Management, Department of City and Regional Planning, Cardiff University.