Innovation In Public Sector Services: Entrepreneurship, by Paul Windrum, Per Koch

By Paul Windrum, Per Koch

This groundbreaking publication offers key new insights and opens up an immense learn time table. The e-book develops a brand new taxonomy of the different sorts of innovation present in public region prone, and investigates the foremost positive aspects and drivers of public zone entrepreneurship. The booklet comprises new statistical reviews and a collection of six foreign case reviews in wellbeing and fitness and social prone. The learn exhibits that public region agencies are very important innovators of their personal correct. monetary development and social improvement rely on effective public zone businesses that convey prime quality providers, are successfully organised, and feature first-class interactions with the non-public region, NGOs and electorate. Public area innovation is advanced, always related to alterations in companies, organisational buildings, and managerial practices. necessary to profitable innovation are the coverage marketers and repair marketers who advance, organise and deal with new innovations.This ebook presents key classes for those public region marketers. "Innovation in Public zone providers" fills a basic hole; explaining the dynamics of innovation and entrepreneurship in public quarter prone and is of significant value for researchers, lecturers and scholars attracted to innovation, entrepreneurship and procedure administration. It presents a stimulating learn for someone operating or drawn to future health and social providers.

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Innovation In Public Sector Services: Entrepreneurship, Creativity and Management

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Additional info for Innovation In Public Sector Services: Entrepreneurship, Creativity and Management

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This factor created problems for project sponsors trying to maintain a technically innovative focus on the operational demands of project life whilst remaining sensitive to wider social concerns. In one case a project sponsor mentioned how she tried to ‘manage’ the impact of end-users by constraining their opportunity to impact the project. A long lead-time was found to be unfavourable as it gave stakeholders an opportunity to engage in protracted discussion and stopped us getting on with the job.

HM Treasury (1999b), The Procurement Group Procurement Guidance: Supplementary Guidance to PG 1 on the Role of the Project Sponsor, London: Stationary Office. Holt, R. and D. Rowe (2000), ‘Total quality, public management and critical leadership in civil construction projects’, International Journal of Quality and Reliability Management, 17(4–5), 541–53. Hood, C. (1998), The Art of the State: Culture, Rhetoric and Public Management, Oxford: Clarendon Press. Hood, C. and C. Scott (2000), Regulating Government in a Managerial Age, report by the Centre for the Analysis of Risk and Regulation, London: London School of Economics.

1934), The Theory of Economic Development: An Inquiry Into Profits, Capital, Credit, Interest and Business Cycle, Cambridge, MA: Harvard University Press. E. (1966), ‘Pressure groups and political entrepreneurs: a review’, Public Choice, 1, 161–70. Windrum, P. (2007), ‘Services innovation’, in H. Hanusch and A. Pyka (eds), The Edward Elgar Companion to Neo-Schumpeterian Economics, Cheltenham, UK and Northampton, MA, USA: Edward Elgar, Chapter 39. 2. 1 INTRODUCTION Of the many initiatives aimed at improving the innovate nature of public service provision, one of the most significant in the UK has been the introduction of New Public Management.

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