6,915
Views
23
CrossRef citations to date
0
Altmetric
Original Articles

Innovating and optimizing in public organizations: does more become less?

, , ORCID Icon & ORCID Icon

References

  • Albury, D. 2005. “Fostering Innovation in Public Services.” Public Money & Management 25 (1): 51–56. doi:10.1111/j.1467-9302.2005.00450.x
  • Andrews, R., and G. Boyne. 2011. “Corporate Capacity and Public Service Performance.” Public Administration 89 (3): 894–908. doi:10.1111/j.1467-9299.2010.01891.x.
  • Andrews, R., G. Boyne, and A. M. S. Mostafa. 2017. “When Bureaucracy Matters for Organizational Performance: Exploring the Benefits of Administrative Intensity in Big and Complex Organizations.” Public Administration 95 (1): 115–139. doi:10.1111/padm.12305.
  • Andrews, R., G. A. Boyne, J. Law, and R. M. Walker. 2009. “Strategy, Structure and Process in the Public Sector: A Test of the Miles and Snow Model.” Public Administration 87 (4): 732–749. doi:10.1111/padm.2009.87.issue-4.
  • Andrews, R., G. A. Boyne, M. J. Moon, and R. M. Walker. 2010. “Assessing Organizational Performance: Exploring Differences between Internal and External Measures.” International Public Management Journal 13 (2): 105–129. doi:10.1080/10967491003766533.
  • Andrews, R., G. A. Boyne, and R. M. Walker. 2006. “Strategy Content and Organizational Performance: An Empirical Analysis.” Public Administration Review 66 (1): 52–63. doi:10.1111/puar.2006.66.issue-1.
  • Andriopoulos, C., and M. W. Lewis. 2009. “Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation.” Organization Science 20 (4): 696–717. doi:10.1287/orsc.1080.0406.
  • Arnaboldi, M., I. Lapsley, and I. Steccolini. 2015. “Performance Management in the Public Sector: The Ultimate Challenge.” Financial Accountability & Management 31 (1): 1–22. doi:10.1111/faam.12049.
  • Arundel, A., L. Casali, and H. Hollanders. 2015. “How European Public Sector Agencies Innovate: The Use of Bottom-Up, Policy-Dependent and Knowledge-Scanning Innovation Methods.” Research Policy 44 (7): 1271–1282. doi:10.1016/j.respol.2015.04.007.
  • Bason, C. 2018. Leading Public Sector Innovation: Co-Creating for a Better Society. Bristol: Policy Press.
  • Bedford, D. S., J. Bisbe, and B. Sweeney. 2018. “Performance Measurement Systems as Generators of Cognitive Conflict in Ambidextrous Firms.” Accounting, Organizations and Society 72 (Jan.): 21–37. doi:10.1016/j.aos.2018.05.010.
  • Behn, R. D., and P. A. Kant. 1999. “Strategies for Avoiding the Pitfalls of Performance Contracting.” Public Productivity & Management Review 22 (4): 470–489. doi:10.2307/3380931.
  • Bekkers, V. J. J. M., L. G. Tummers, and W. H. Voorberg. 2013. From Public Innovation to Social Innovation in the Public Sector: A Literature Review of Relevant Drivers and Barriers. Rotterdam: Erasmus University Rotterdam.
  • Bontis, N., M. M. Crossan, and J. Hulland. 2002. “Managing an Organizational Learning System by Aligning Stocks and Flows.” Journal of Management Studies 39 (4): 437–469. doi:10.1111/1467-6486.t01-1-00299.
  • Boukamel, O., and Y. Emery. 2017. “Evolution of Organizational Ambidexterity in the Public Sector and Current Challenges for Innovation Capabilities.” The Innovation Journal: The Public Sector Innovation Journal 22 (2): 1–27.
  • Boyne, G. A. 2002. “Theme: Local Government: Concepts and Indicators of Local Authority Performance: An Evaluation of the Statutory Frameworks in England and Wales.” Public Money and Management 22 (2): 17–24. doi:10.1111/pmam.2002.22.issue-2.
  • Boyne, G. A. 2003. “Sources of Public Service Improvement: A Critical Review and Research Agenda.” Journal of Public Administration Research and Theory 13 (3): 367–394. doi:10.1093/jopart/mug027.
  • Boyne, G. A., and A. A. Chen. 2006. “Performance Targets and Public Service Improvement.” Journal of Public Administration Research and Theory 17 (3): 455–477. doi:10.1093/jopart/mul007.
  • Boyne, G. A., and R. M. Walker. 2004. “Strategy Content and Public Service Organizations.” Journal of Public Administration Research and Theory 14 (2): 231–252. doi:10.1093/jopart/muh015.
  • Brown, J. S., and P. Duguid. 1991. “Organizational Learning and Communities of Practice: Toward a Unified View of Working, Learning and Innovation.” Organization Science 2 (1): 40–57. doi:10.1287/orsc.2.1.40.
  • Bryson, J. M., K. B. Boal, and H. G. Rainey. 2008. “Strategic Orientation and Ambidextrous Public Organizations.” Paper presented at the conference on Organisational Strategy, Structure and Process: A Reflection on the Research Perspective of Raymond Miles and Charles Snow, Cardiff University, Cardiff, December 3–5.
  • Cannaerts, N., J. Segers, and E. Henderickx. 2016. “Ambidextrous Design and Public Organizations: A Comparative Case Study.” International Journal of Public Sector Management 29 (7): 708–724. doi:10.1108/IJPSM-12-2015-0210.
  • Cao, Q., E. Gedajlovic, and H. Zhang. 2009. “Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects.” Organization Science 20 (4): 781–796. doi:10.1287/orsc.1090.0426.
  • Choi, S., and H. G. Rainey. 2010. “Managing Diversity in US Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance.” Public Administration Review 70 (1): 109–121. doi:10.1111/puar.2010.70.issue-1.
  • Choi, T., and S. M. Chandler. 2015. “Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector.” Human Service Organizations: Management, Leadership and Governance 39 (2): 139–151.
  • Creswell, J. W. 2014. A Concise Introduction to Mixed Methods Research. Thousand Oaks, CA: Sage Publications.
  • Damanpour, F., R. M. Walker, and C. N. Avellaneda. 2009. “Combinative Effects of Innovation Types and Organizational Performance: A Longitudinal Study of Service Organizations.” Journal of Management Studies 46 (4): 650–675. doi:10.1111/joms.2009.46.issue-4.
  • De Bruijn, H. 2002. “Performance Measurement in the Public Sector: Strategies to Cope with the Risks of Performance Measurement.” International Journal of Public Sector Management 15 (7): 578–594. doi:10.1108/09513550210448607.
  • De Vries, H., V. Bekkers, and L. Tummers. 2015. “Innovation in the Public Sector: A Systematic Review and Future Research Agenda.” Public Administration 94 (1): 146–166. doi:10.1111/padm.12209.
  • Duncan, R. B. 1976. “The Ambidextrous Organization: Designing Dual Structures for Innovation.” In The Management of Organization, edited by R. H. Kilmann, L. R. Pondy, and D. Slevin, 167–188. New York: North-Holland.
  • Edelenbos, J., and I. van Meerkerk. 2015. “Connective Capacity in Water Governance Practices: The Meaning of Trust and Boundary Spanning for Integrated Performance.” Current Opinion in Environmental Sustainability 12: 25–29. doi:10.1016/j.cosust.2014.08.009.
  • Field, A. P. 2005. Discovering Statistics Using SPSS. 2nd ed. London: Sage.
  • Fornell, C., and D. F. Larcker. 1981. “Evaluating Structural Equation Models with Unobservable Variables and Measurement Error.” Journal of Marketing Research 18 (1): 39–50. doi:10.1177/002224378101800104.
  • George, B., and S. Desmidt. 2014. “A State of Research on Strategic Management in the Public Sector: An Analysis of the Empirical Evidence.” In Strategic Management in Public Organizations: European Practices and Perspectives, edited by P. Joyce and A. Drumaux, 151–172. New York: Routledge.
  • George, B., S. Desmidt, P. A. Nielsen, and M. Baekgaard. 2017. “Rational Planning and Politicians’ Preferences for Spending and Reform: Replication and Extension of a Survey Experiment.” Public Management Review 19 (9): 1251–1271. doi:10.1080/14719037.2016.1210905.
  • George, B., and S. K. Pandey. 2017. “We Know the Yin—But Where Is the Yang? toward a Balanced Approach on Common Source Bias in Public Administration Scholarship.” Review of Public Personnel Administration 37 (2): 245–270. doi:10.1177/0734371X17698189.
  • Gerrish, E. 2016. “The Impact of Performance Management on Performance in Public Organizations: A Meta‐Analysis.” Public Administration Review 76 (1): 48–66. doi:10.1111/puar.12433.
  • Gibson, C. B., and J. Birkinshaw. 2004. “The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity.” Academy of Management Journal 47 (2): 209–226.
  • Gieske, H., A. Van Buuren, and V. Bekkers. 2016. “Conceptualizing Public Innovative Capacity: A Framework for Assessment.” The Innovation Journal 21 (1): 1–25.
  • Gieske, H., I. Van Meerkerk, and A. Van Buuren. 2018. “The Impact of Innovation and Optimization on Public Sector Performance. Testing the Contribution of Connective, Ambidextrous and Learning Capabilities.” Public Performance & Management Review. doi:10.1080/15309576.2018.1470014.
  • Gupta, A. K., K. G. Smith, and C. E. Shalley. 2006. “The Interplay between Exploration and Exploitation.” Academy of Management Journal 49 (4): 693–706. doi:10.5465/amj.2006.22083026.
  • Hair, J. F., R. E. Anderson, R. L. Tatham, and W. C. Black. 1995. Multivariate Data Analysis. Upper Saddle River, NJ: Prentice-Hall.
  • Hartley, J. 2005. “Innovation in Governance and Public Services: Past and Present.” Public Money and Management 25 (1): 27–34.
  • Hartley, J., E. Sørensen, and J. Torfing. 2013. “Collaborative Innovation: A Viable Alternative to Market Competition and Organizational Entrepreneurship.” Public Administration Review 73 (6): 821–830. doi:10.1111/puar.2013.73.issue-6.
  • He, Z. L., and P. K. Wong. 2004. “Exploration Vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis.” Organization Science 15 (4): 481–494. doi:10.1287/orsc.1040.0078.
  • Henseler, J., C. M. Ringle, and M. Sarstedt. 2015. “A New Criterion for Assessing Discriminant Validity in Variance-Based Structural Equation Modelling.” Journal of the Academy of Marketing Science 43 (1): 115–135. doi:10.1007/s11747-014-0403-8.
  • Jansen, J. J., F. A. Van Den Bosch, and H. W. Volberda. 2006. “Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators.” Management Science 52 (11): 1661–1674. doi:10.1287/mnsc.1060.0576.
  • Jordan, S. R. 2014. “The Innovation Imperative: An Analysis of the Ethics of the Imperative to Innovate in Public Sector Service Delivery.” Public Management Review 16 (1): 67–89. doi:10.1080/14719037.2013.790274.
  • Junni, P., R. Sarala, V. Taras, and S. Y. Tarba. 2013. “Organizational Ambidexterity and Performance: A Meta-Analysis.” The Academy of Management Perspectives 27 (4): 299–312. doi:10.5465/amp.2012.0015.
  • Kim, G., and M. G. Huh. 2015. “Exploration and Organizational Longevity: The Moderating Role of Strategy and Environment.” Asia Pacific Journal of Management 32 (2): 389–414. doi:10.1007/s10490-014-9399-3.
  • Klijn, E. H., J. Edelenbos, and B. Steijn. 2010. “Trust in Governance Networks Its Impacts on Outcomes.” Administration & Society 42 (2): 193–221. doi:10.1177/0095399710362716.
  • Kreiser, P. M., L. D. Marino, D. F. Kuratko, and K. M. Weaver. 2013. “Disaggregating Entrepreneurial Orientation: The Non-Linear Impact of Innovativeness, Proactiveness and Risk-Taking on SME Performance.” Small Business Economics 40 (2): 273–291. doi:10.1007/s11187-012-9460-x.
  • Lee, G., J. Benoit‐Bryan, and T. P. Johnson. 2012. “Survey Research in Public Administration: Assessing Mainstream Journals with a Total Survey Error Framework.” Public Administration Review 72 (1): 87–97. doi:10.1111/j.1540-6210.2011.02482.x.
  • Levinthal, D. A., and G. March. 1993. “The Myopia of Learning.” Strategic Management Journal 14: 95–112. doi:10.1002/(ISSN)1097-0266.
  • Lövstål, E., and A. M. Jontoft. 2017. “Tensions at the Intersection of Management Control and Innovation: A Literature Review.” Journal of Management Control 28 (1): 41–79. doi:10.1007/s00187-016-0244-3.
  • March, J. G. 1991. “Exploration and Exploitation in Organizational Learning.” Organization Science 2 (1): 71–87. doi:10.1287/orsc.2.1.71.
  • Meier, K. J., and J. L. O’Toole Jr. 2013. “I Think (I Am Doing Well), Therefore I Am: Assessing the Validity of Administrators’ Self-Assessments of Performance.” International Public Management Journal 16 (1): 1–27. doi:10.1080/10967494.2013.796253.
  • Miles, R. E., and C. C. Snow. 1978. Organizational Strategy, Structure, and Process. New York: McGraw-Hill.
  • Miles, R. E., C. C. Snow, A. D. Meyer, and H. J. Coleman Jr. 1978. “Organizational Strategy, Structure, and Process.” Academy of Management Review 3 (3): 546–562.
  • Moore, M. H. 2005. “Break-Through Innovations and Continuous Improvement: Two Different Models of Innovative Processes in the Public Sector.” Public Money and Management 25 (1): 43–50.
  • Naranjo-Gil, D. 2009. “The Influence of Environmental and Organizational Factors on Innovation Adoptions: Consequences for Performance in Public Sector Organizations.” Technovation 29 (12): 810–818. doi:10.1016/j.technovation.2009.07.003.
  • O’Toole, L. J., Jr., and K. J. Meier. 1999. “Modeling the Impact of Public Management: Implications of Structural Context.” Journal of Public Administration Research & Theory 9 (4): 505–526. doi:10.1093/oxfordjournals.jpart.a024421.
  • O’Toole, L. J., Jr, and K. J. Meier. 2014. “Public Management, Context, and Performance: In Quest of a More General Theory.” Journal of Public Administration Research and Theory 25 (1): 237–256. doi:10.1093/jopart/muu011.
  • Osborne, S. P. 2006. “The New Public Governance?” Public Management Review 8 (3): 377–387. doi:10.1080/14719030600853022.
  • Osborne, S. P., and L. Brown. 2011. “Innovation, Public Policy and Public Services Delivery in the UK. The Word that Would Be King?” Public Administration 89 (4): 1335–1350. doi:10.1111/padm.2011.89.issue-4.
  • Pierce, J. R., and H. Aguinis. 2013. “The Too-Much-Of-A-Good-Thing Effect in Management.” Journal of Management 39 (2): 313–338. doi:10.1177/0149206311410060.
  • Pollitt, C., and G. Bouckaert. 2017. Public Management Reform: A Comparative Analysis. Oxford: Oxford University Press.
  • Pollitt, C., and S. Dan. 2013. “Searching for Impacts in Performance-Oriented Management Reform: A Review of the European Literature.” Public Performance & Management Review 37 (1): 7–32. doi:10.2753/PMR1530-9576370101.
  • Popadiuk, S. 2012. “Scale for Classifying Organizations as Explorers, Exploiters or Ambidextrous.” International Journal of Information Management 32 (1): 75–87. doi:10.1016/j.ijinfomgt.2011.07.001.
  • Prieto, I. M., and P. M. Pérez Santana. 2012. “Building Ambidexterity: The Role of Human Resource Practices in the Performance of Firms from Spain.” Human Resource Management 51 (2): 189–211. doi:10.1002/hrm.v51.2.
  • Radnor, Z., and P. Walley. 2008. “Learning to Walk before We Try to Run: Adapting Lean for the Public Sector.” Public Money and Management 28 (1): 13–20.
  • Radnor, Z., and S. P. Osborne. 2013. “Lean: A Failed Theory for Public Services?” Public Management Review 15 (2): 265–287. doi:10.1080/14719037.2012.748820.
  • Robinson, N. 1999. “The Use of Focus Group Methodology—With Selected Examples from Sexual Health Research.” Journal of Advanced Nursing 29 (4): 905–913.
  • Robson, C. 2002. Real World Research. 2nd ed. Malden: Blackwell Publishing.
  • Rogers, E. M. 2003. Diffusion of Innovations. 4th ed. New York, NY: Free Press. Simon and Schuster.
  • Ryan, K. E., T. Gandha, M. J. Culbertson, and C. Carlson. 2014. “Focus Group Evidence: Implications for Design and Analysis.” American Journal of Evaluation 35 (3): 328–345. doi:10.1177/1098214013508300.
  • Siemsen, E., A. Roth, and P. Oliveira. 2010. “Common Method Bias in Regression Models with Linear, Quadratic, and Interaction Effects.” Organizational Research Methods 13 (3): 456–476. doi:10.1177/1094428109351241.
  • Sirén, C. A., M. Kohtamäki, and A. Kuckertz. 2012. “Exploration and Exploitation Strategies, Profit Performance, and the Mediating Role of Strategic Learning: Escaping the Exploitation Trap.” Strategic Entrepreneurship Journal 6 (1): 18–41. doi:10.1002/sej.v6.1.
  • Škerlavaj, M., M. Černe, A. Dysvik, C. G. Nerstad, and C. Su. 2017. “Riding Two Horses at Once: The Combined Roles of Mastery and Performance Climates in Implementing Creative Ideas.” European Management Review. doi:10.1111/emre.12151.
  • Smith, E., and T. Umans. 2015. “Organizational Ambidexterity at the Local Government Level: The Effects of Managerial Focus.” Public Management Review 17 (6): 812–833. doi:10.1080/14719037.2013.849292.
  • Smith, W. K., and M. W. Lewis. 2011. “Toward A Theory of Paradox: A Dynamic Equilibrium Model of Organizing.” Academy of Management Review 36 (2): 381–403.
  • Speklé, R. F., and F. H. Verbeeten. 2014. “The Use of Performance Measurement Systems in the Public Sector: Effects on Performance.” Management Accounting Research 25 (2): 131–146. doi:10.1016/j.mar.2013.07.004.
  • Teo, T. S. H., S. C. Srivastava, and L. Jiang. 2008. “Trust and Electronic Government Success: An Empirical Study.” Journal of Management Information Systems 25 (3): 99–132. doi:10.2753/MIS0742-1222250303.
  • Ter Bogt, H. J. 2008. “Management Accounting Change and New Public Management in Local Government: A Reassessment of Ambitions and Results—An Institutionalist Approach to Accounting Change in the Dutch Public Sector.” Financial Accountability & Management 24 (3): 209–241. doi:10.1111/j.1468-0408.2008.00451.x.
  • Tillema, S. 2007. “Public Sector Organizations’ Use of Benchmarking Information for Performance Improvement: Theoretical Analysis and Explorative Case Studies in Dutch Water Boards.” Public Performance & Management Review 30 (4): 496–520. doi:10.2753/PMR1530-9576300402.
  • Torfing, J., and P. Triantafillou, eds. 2016. Enhancing Public Innovation by Transforming Public Governance. Cambridge: Cambridge University Press.
  • Tushman, M. L., and C. A. O’Reilly. 1996. “Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change.” California Management Review 38 (4): 8–30. doi:10.2307/41165852.
  • Unie van Waterschappen (Association of Water Authorities). 2011. Water Authorities’ Work Innovates. Vision on Innovation (In Dutch). Den Haag: Association of Water Authorities.
  • Unie van Waterschappen (Association of Water Authorities). 2018. “Waterschapsspiegel.” (Benchmark of regional water authorities, in Dutch). Accessed November 2018. https://waves.databank.nl/dashboard/
  • Uotila, J., M. Maula, T. Keil, and S. A. Zahra. 2009. “Exploration, Exploitation, and Financial Performance: Analysis of S&P 500 Corporations.” Strategic Management Journal 30 (2): 221–231. doi:10.1002/smj.738.
  • Verbeeten, F. H. 2008. “Performance Management Practices in Public Sector Organizations: Impact on Performance.” Accounting, Auditing & Accountability Journal 21 (3): 427–454. doi:10.1108/09513570810863996.
  • Walker, R. M. 2007. “An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics: Towards a Configuration Framework.” Journal of Public Administration Research and Theory 18 (4): 591–615. doi:10.1093/jopart/mum026.
  • Walker, R. M., F. Damanpour, and C. A. Devece. 2010a. “Management Innovation and Organizational Performance: The Mediating Effect of Performance Management.” Journal of Public Administration Research and Theory 21 (2): 367–386.
  • Walker, R. M., F. S. Berry, and C. N. Avellaneda. 2015. “Limits on Innovativeness in Local Government: Examining Capacity, Complexity, and Dynamism in Organizational Task Environments.” Public Administration 93 (3): 663–683. doi:10.1111/padm.12159.
  • Walker, R. M., G. A. Boyne, and G. A. Brewer, eds. 2010b. Public Management and Performance: Research Directions. Cambridge: Cambridge University Press.
  • Wynen, J., K. Verhoest, and B. Kleizen. 2017. “More Reforms, Less Innovation? the Impact of Structural Reform Histories on Innovation-Oriented Cultures in Public Organizations.” Public Management Review 19 (8): 1142–1164.
  • Yang, K., and S. K. Pandey. 2007. “Public Responsiveness of Government Organizations: Testing a Preliminary Model.” Public Performance & Management Review 31 (2): 215–240.