Translating innovative practices into organizational knowledge in the public sector: A case study

Stuart Ferguson and Deborah Blackman

Journal of Management & Organization, 2019, vol. 25, issue 1, 42-57

Abstract: Previous research suggests that innovation is heavily informed by strategic management theories and that there is little engagement with practice-based approaches. A case study of a public sector organization identified as doing something innovative is presented. Four main themes emerged. Two themes, the ‘importance of a mandate’ and the ‘development of trust’, had their foundations in traditional management practices. The others, ‘capacity to challenge the norms’ and ‘boundary spanning’, emerged from practice. It is suggested that a managerial approach that developed a supportive setting for innovation enabled the development of practices whereby innovation was effectively recognized, nurtured and sustained.

Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:cup:jomorg:v:25:y:2019:i:01:p:42-57_00

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