Abstract
Innovation aiming to develop and implement new public policies, services and organisational designs is frequently praised as an intelligent alternative to across-the-board cuts in times of shrinking budgets. It is also seen as a promising tool for breaking policy deadlocks and adjusting welfare services and delivery systems to new and changing demands (Bason, 2010). At the same time, there is growing evidence that multi-actor collaboration in networks, partnerships and inter-organisational teams can spur public innovation (Sørensen and Torfing, 2011; Ansell and Torfing, 2014). The involvement of different public and private actors in public innovation processes may improve the understanding of the problem or challenge at hand, bring forth new ideas and proposals, and build joint ownership of new and bold solutions (Hartley, Sørensen and Torfing, 2013). It may also ensure that the needs of users, citizens and civil society organisations are fully taken into account (Bason, 2010).
Chapter PDF
Similar content being viewed by others
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
References
Agranoff, R. (2007) Managing within Networks: Adding Value to Public Organizations. Washington, D.C.: Georgetown University Press.
Ansell, C. and Gash, A. (2008) ‘Collaborative Governance in Theory and Practice’, Journal of Public Administration Research and Theory, 18 (4): 543–71.
Ansell, C. and Gash, A. (2012) ‘Stewards, Mediators and Catalysts: Toward a Model of Collaborative Leadership’, The Innovation Journal, 17 (1): 1–21.
Ansell, C. and Torfing, J. (eds) (2014) Public Innovation through Collaboration and Design. Abingdon: Routledge.
Archer, D. and Cameron, A. (2008) Collaborative Leadership: How to Succeed in an Interconnected World. Oxford: Elsevier.
Argyris, C. and Schön, D. (1978) Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison-Wesley.
Bason, C. (2010) Leading Public Sector Innovation: Co-Creating for a Better Society. Bristol: Policy Press.
BEPA (2010) Empowering People, Driving Change. Social Innovation in the European Union. Brussels: Bureau of European Policy Advisers and European Commission.
Bogers, M., Afuah, A. and Bastian, B. (2010) ‘Users As Innovators: A Review, Critique, and Future Research Directions’, Journal of Management, 36 (4): 857–75.
Bommert, B. (2010) ‘Collaborative Innovation in the Public Sector’, International Public Management Review, 11 (1): 15–33.
Borins, S. (2001) ‘Encouraging Innovation in the Public Sector’, Journal of Intellectual Capital, 2 (3): 310–19.
Borins, S. (2014) The Persistence of Innovation in Government: A Guide for Public Servants. Washington, D.C.: IBM Center for the Business of Government.
Bovaird, T. and Loeffler, E. (2012) ‘From Engagement to Co-production: How Users and Communities Contribute to Public Services’, in V. Pestoff, T. Brandsen and B. Verschuere (eds), New Public Governance, the Third Sector and Co-production. London: Routledge, pp. 35–60.
Christensen, T. and Leid, P. (eds) (2006) Autonomy and Regulation: Coping with Agencies in the Modern State. Cheltenham: Edward Elgar.
Christensen, T. and Lægreid, P. (eds) (2007) Transcending New Public Management: The Transformation of Public Sector Reforms. Aldershot: Ashgate.
Christensen, T. and Læeid, P. (2011) ‘Complexity and Hybrid Public Administration: Theoretical and Empirical Challenges’, Public Organization Review, 11 (4): 407–23.
Crosby, B. and Bryson, J. (2010) ‘Integrative Leadership and the Creation and Maintenance of Cross-Sector Collaboration’, Leadership Quarterly, 21 (2): 211–30.
Csikszentmihalyi, M. (1996) Creativity: Flow and the Psychology of Discovery and Invention. New York: Harper Perennial.
Dean, M. (1991) The Constitution of Poverty. London: Routledge.
Denis, J.-L., Langley, A. and Sergi, V. (2012) ‘Leadership in the Plural’, The Academy of Management Annals, 6 (1): 211–83.
Dent, M., Chandler, J. and Barry, J. (2004) Questioning the New Public Management. Aldershot: Ashgate.
Dobni, C.B. (2008) ‘Measuring Innovation Culture in Organizations’, European Journal of Innovation Management, 11 (4): 539–59.
Doig, J.W. and Hargrove E.L. (1987) Leadership and Innovation: Entrepreneurs in Government. Baltimore, MD: Johns Hopkins University Press.
Downs, A. (1967) Inside Bureaucracy, Boston, MA: Little, Brown and Company.
Drucker, P.F. (1985) Innovation and Entrepreneurship: Practices and Principles. Oxford: Elsevier.
Eggers, W.D. and O’Leary, J. (2009) If We Can Put a Man on the Moon: Getting Big Things Done in Government. Harvard, MA: Harvard Business Press.
Eggers, W.D. and Singh, S. (2009) The Public Innovator’s Playbook. Washington, D.C.: Harvard Kennedy School of Government.
Ehrenreich, J. (1985) The Altruistic Imagination: A History of Social Work and Social Policy in the U.S. Ithaca, NY: Cornell University Press.
Engeström, Y. (2008) From Teams to Knots: Activity Theoretical Studies of Collaboration and Learning at Work. New York: Cambridge University Press.
European Commission (2010) This Is European Social Innovation. Brussels: EU.
European Commission (2013a) Industrial Innovation: Social Innovation. Brussels: EU.
European Commission (2013b) European Public Sector Innovation Scoreboard. Brussels: EU.
FTF (2013) Udviklingen i FTF-ledernes erfaring med Innovation. FTFs Lederpejling no. 8, available at: http://www.ftf.dk/aktuelt/ftf-dokumentation/artikel/lederpejling-nr-8-udviklingen-i-ftf-lederes-erfaring-med-innovation/ [Accessed 31 October 2014.]
Gorman, M. (2013) ‘The Psychology of Technological Innovations’, in Fiest, G. and Gorman, M. (eds), Handbook of the Psychology of Science. New York: Springer, 383–96.
Gray, B. (1989) Collaborating: Finding Common Ground for Multiparty Problems. San Francisco, CA: Jossey-Bass.
Habermas, J. (1987) Theory of Communicative Action. Vol. 1–2, Boston, MA: Beacon Press.
Hagedoorn, J. (1996) ‘Innovation and Entrepreneurship: Schumpeter Revisited’, Industrial and Corporate Change, 5 (3): 883–96.
Halvorsen, T., Hauknes J., Miles, I. and Røste, R. (2005) On the Difference between Public and Private Sector Innovation. Publin Report, D9.
Hartley, J. (2005) ‘Innovation in Governance and Public Service: Past and present’, Public Money & Management, 25 (1): 27–34.
Hartley, J. (2011) ‘Public Value through Innovation and Improvement’, in J. Benington and M. Moore (eds), Public value: Theory and Practice. Basingstoke: Palgrave Macmillan, pp. 171–84.
Hartley, J., Sørensen, E. and Torfing, J. (2013) ‘Collaborative Innovation: A Viable Alternative to Market-Competition and Organizational Entrepreneurship?’, Public Administration Review, 73 (6): 821–30.
Heifetz, R.A., Linsky, M. and Grashow, A. (2009) The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World. Cambridge, MA: Harvard Business Press.
HM Government (2010) Working Together — Public Services on Your Side. Norwich: Her Majesty’s Stationery Office.
Hood, C. (1991) ‘A Public Administration for All Seasons?’, Public Administration, 69 (1): 1–19.
Jessop, B. (2002) The Future of the Capitalist State. Cambridge: Polity Press.
Keast, R., Brown, K. and Mandell, M. (2007) ‘Getting the Right Mix; Unpacking Integration Meanings and Strategies’, International Public Management Journal, 10 (1): 9–33.
Knight, F.H. (2005) Risk, Certainty and Profit. New York: Cosimo Inc.
Koch, P. and Hauknes, J. (2005) On Innovation in the Public Sector — Today and Beyond. Public report no. 20D.
Kooiman, J. (2003) Governing As Governance. London: Sage.
Kraemer, K.L. and Perry, J.L. (1989) ‘Innovation and Computing in the Public Sector: A Review of Research’, Knowledge in Society, 2 (1): 72–87.
LO (2008) Employee Driven Innovation. Copenhagen: LO.
Lundvall, B.Å. (ed.) (1992) National Systems of Innovation: Towards a Theory of Innovation and Interactive Learning. London: Pinter.
March, J.G. and Olsen, J.P. (1995) Democratic Governance. New York: Free Press.
Meuleman, L. (2008) Public Management and the Metagovernance of Hierarchies, Networks and Markets. Heidelberg: Physica Verlag.
Mezirow, J. et al. (2000) Learning As Transformation: Critical Perspectives on a Theory in Progress. San Francisco, CA: Jossey-Bass.
Moore, M. and Hartley, J. (2008) ‘Innovations in Government’, Public Management Review, 10 (1): 3–20.
Morgan, D.F. and Cook, B.J. (eds) (2014) New Public G overnance: A Regime-Centered Perspective. New York: M.E. Scharpe.
Morse (2010) ‘Integrative Public Leadership: Catalyzing Collaboration to Create Public Value’, The Leadership Quarterly, 21(2): 231–45.
Mouffe, C. (2005) On the Political. Abingdon: Routledge.
Mulgan, G. and Albury, D. (2003) Innovation in the Public Sector. Strategy Unit, Cabinet Office.
Mulgan, G., Tucker, S., Ali, R. and Sanders, B. (2007) Social Innovation: What It Is, Why It Matters and How It Can Be Accelerated. Oxford: Skoll Centre for Social Entrepreneurship.
Nambisan, S. (2008) Transforming Government through Collaborative Innovation. Washington, DC: IBM Center for the Business of Government.
Norval, A.J. (2007) Aversive Democracy. Cambridge: Cambridge University Press.
Nyhan, R.C. (2006) ‘Changing the Paradigm: Trust and Its Role in Public Sector Organizations’, The American Review of Public Administration, 30 (1): 87–109.
O’Leary, R., and Bingham, L.B. (eds) (2009) The Collaborative Public Manager. Washington, DC: Georgetown University Press.
Osborne, D. and Gaebler, T. (1992) Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector. Reading, MA: Addison-Wesley.
Osborne, S. (2006) ‘The New Public Governance?’, Public Management Review, 8 (3): 377–88.
Osborne, S. (ed.) (2010) The New Public Governance? London: Routledge.
Osborne, S. and Brown, K. (2005) Managing Change and Innovation in Public Service Organizations. London: Routledge.
Osborne, S., Radnor, Z. and Nasi, G. (2013) ‘A New Theory of Public Service Management? Toward a (Public) Service-Dominant Approach’, The American Review of Public Administration, 43 (2): 135–58.
Page, S. (2010) ‘Integrative Leadership for Collaborative Governance: Civic Engagement in Seattle’, The Leadership Quarterly, 21 (2): 246–63.
Parry, K.W. and A. Bryman (2006) ‘Leadership in Organizations’, in S. Clegg, C. Hardy, T. Lawrence and W. Nord (eds), The Sage Handbook of Organization Studies. London: Sage (pp. 447–68).
Pearce, C.L. and Conger, J.A. (2003) Shared Leadership: Reframing the Hows and Whys of Leadership. London: Sage.
Perry, J.L. and Danzinger, J.N. (1980) ‘The Adoptability of Innovations: An Empirical Assessment of Computer Applications in Local Governments’, Administration and Society, 11 (4): 461–92.
Perry, J.L. and Kraemer, K.L. (1980) ‘Chief Executive Support and Innovation Adoption’, Administration and Society, 12 (2): 158–77.
Perry, J.L., Kraemer, K.L., Dunkle, D. and King, J. (1993) ‘Motivations to Innovate in Public Organizations’, in B. Bozeman (ed.), Public Management: The State of the Art. San Francisco, CA: Jossey-Bass, pp. 294–306.
Pollitt, C. and Bouckaert, G. (2004) Public Management Reforms. Oxford: Oxford University Press.
Polsby, N.W. (1984) Political Innovation in America: The Politics of Policy Initiation. New Haven, CT: Yale University Press.
Porter, M.E. (1985) Competitive Advantage of Nations: Creating and Sustaining Superior Performance. New York: Simon and Schuster.
Radnor, Z. and Osborne, S. (2013) ‘Lean: A Failed Theory for Public Services?’, Public Management Review, 15 (2): 265–87.
Rashman, L. and Hartley, J. (2002) ‘Leading and Learning? Knowledge Transfer in the Beacon Council Scheme’, Public Administration, 80 (2): 523–42.
Rittel, H.W. and Webber, M.M. (1973) ‘Dilemmas in a General Theory of Planning’, Policy Sciences, 4 (2): 155–69.
Roberts, N.C. and Bradley, R.T. (1991) ‘Stakeholder Collaboration and Innovation’, Journal of Applied Behavioural Science, 27 (2): 209–27.
Roberts, N.C. and King, P.J. (1996) Transforming Public Policy: Dynamics of Policy Entrepreneurship and Innovation. San Francisco, CA: Jossey-Bass.
Rogers, E.M. (1995) Diffusion of Innovations. New York: The Free Press.
Schumpeter, J.A. (1976) Capitalism, Socialism and Democracy. Abingdon: Routledge.
Sørensen, E. and Torfing, J. (2009) ‘Making Governance Networks Effective and Democratic through Metagovernance’, Public Administration, 87 (2): 234–58.
Sørensen E. and Torfing, J. (2011) ‘Enhancing Collaborative Innovation in the Public Sector’, Administration and Society, 43 (8): 842–68.
Straus, D. (2002) How to Make Collaboration Work? San Francisco, CA: Berrett-Koehler.
Sunstein, C. (2012) ‘Regulations.gov: Remaking Public Participation’, The Open government Partnership, http://www.whitehouse.gov/blog/2012/02/21/regulationsgov-remaking-public-participation [Accessed 31 October 2014].
Swan, J., Scarbrough, H. and Robertson, M. (2002) ‘The Construction of Communities of Practice in the Management of Innovation’, Management Learning, 33 (4): 477–96.
Teece, D.J. (1992) ‘Competition, Cooperation and Innovation’, Journal of Economic Behavior and Organization, 18 (1): 1–25.
Torfing, J., Peters, B.G., Pierre, J. and Sørensen, E. (2012) Interactive Governance: Advancing the Paradigm. Oxford: Oxford University Press.
Torfing, J. and Triantafillou, P. (2013) ‘What’s in a Name? Grasping New Public Governance As a Political–Administrative System’, International Review of Public Administration, 18 (2): 9–25.
Von Hippel, E. (2005) Democratizing Innovation. Cambridge, MA: MIT Press.
Von Hippel, E. (2007) ‘Horizontal Innovation Networks — By and for users’, Industrial and Corporate Change, 16 (2): 1–23.
Wart, M.V. (2013) ‘Lessons from Leadership Theory and Contemporary Challenges of Leaders’, Public Administration Review, 73 (4): 553–64.
Editor information
Editors and Affiliations
Rights and permissions
This chapter is published under an open access license. Please check the 'Copyright Information' section either on this page or in the PDF for details of this license and what re-use is permitted. If your intended use exceeds what is permitted by the license or if you are unable to locate the licence and re-use information, please contact the Rights and Permissions team.
Copyright information
© 2015 Eva Sørensen and Jacob Torfing
About this chapter
Cite this chapter
Sørensen, E., Torfing, J. (2015). Enhancing Public Innovation through Collaboration, Leadership and New Public Governance. In: Nicholls, A., Simon, J., Gabriel, M. (eds) New Frontiers in Social Innovation Research. Palgrave Macmillan, London. https://doi.org/10.1057/9781137506801_8
Download citation
DOI: https://doi.org/10.1057/9781137506801_8
Published:
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-137-54953-2
Online ISBN: 978-1-137-50680-1
eBook Packages: Palgrave Social Sciences CollectionSocial Sciences (R0)