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Managing The Implementation Of Innovation Strategies In Public Service Organisation — How Managers May Support Employees Innovative Work Behaviour

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  • SIGNE PHIL-THINGVAD

    (Department of Political Science and Public Management, University of Southern Denmark, Denmark)

  • KURT KLAUDI KLAUSEN

    (Department of Political Science and Public Management, University of Southern Denmark, Denmark)

Abstract

This paper examines which management strategies public managers may use to enhance innovative behavior among their employees. We focus on the implementation of a politically ambitious innovation strategy in a large Danish municipality. Based on a survey distributed to 1292 employees and 113 managers, we conduct a multi-level analysis focusing on how different management strategies (reported by the managers) and perceived management behavior (reported by the employees) affect the public employees’ perceived idea generation, idea promotion, and idea realization. The results show that knowledge of the innovation strategy, encouraging management, a risk-tolerant culture and autonomy are important management tools, whereas strategic management communication and economic rewards do not correlate with any of the phases in innovative work behavior. We contribute with new evidence on how innovation is supported by public managers in the different phases of the innovation process, and we conclude by discussing the practical implications of the findings.

Suggested Citation

  • Signe Phil-Thingvad & Kurt Klaudi Klausen, 2019. "Managing The Implementation Of Innovation Strategies In Public Service Organisation — How Managers May Support Employees Innovative Work Behaviour," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 24(04), pages 1-29, December.
    • Handle: RePEc:wsi:ijimxx:v:24:y:2019:i:04:n:s1363919620500747
    DOI: 10.1142/S1363919620500747
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    References listed on IDEAS

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    1. Gaylen N. Chandler & Chalon Keller & Douglas W. Lyon, 2000. "Unraveling the Determinants and Consequences of an Innovation-Supportive Organizational Culture," Entrepreneurship Theory and Practice, , vol. 25(1), pages 59-76, October.
    2. Rune Bysted & Kristina Risom Jespersen, 2014. "Exploring Managerial Mechanisms that Influence Innovative Work Behaviour: Comparing private and public employees," Public Management Review, Taylor & Francis Journals, vol. 16(2), pages 217-241, February.
    3. Louise Brown & Stephen P. Osborne, 2013. "Risk and Innovation," Public Management Review, Taylor & Francis Journals, vol. 15(2), pages 186-208, February.
    4. Sophie Flemig & Stephen Osborne & Tony Kinder, 2016. "Risky business—reconceptualizing risk and innovation in public services," Public Money & Management, Taylor & Francis Journals, vol. 36(6), pages 425-432, September.
    5. Rune Bysted & Jesper Rosenberg Hansen, 2015. "Comparing Public and Private Sector Employees' Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors," Public Management Review, Taylor & Francis Journals, vol. 17(5), pages 698-717, May.
    6. Gerben van der Panne & Cees van Beers & Alfred Kleinknecht, 2003. "Success and Failure of Innovation: A Literature Review," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 7(03), pages 309-338.
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    Cited by:

    1. M-Chukri Idris & Alptekin Durmuşoğlu, 2021. "Innovation Management Systems and Standards: A Systematic Literature Review and Guidance for Future Research," Sustainability, MDPI, vol. 13(15), pages 1-31, July.

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