Public sector innovation and entrepreneurship : case studies from local government
By: BARTLETT, Dean
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Contributor(s): DIBBEN, Pauline.
Material type: 
ArticlePublisher: 2002Local Government Studies 28 , 4, p. 107-121Abstract: This article draws together the literatures around innovation and entrepreneurship in the public sector and presents a detailed discussion of the nature of public entrepreneurship based upon 12 case studies of innovation in local government. The article identifies two important and distinctive aspects of public entrepreneurship which relate to the independent roles of a champion and their sponsor and which combine to constitute entrepreneurial government. The analyses suggest that it is useful to distinguish between at least two types of entrepreneurial government which focus upon external public needs and internal managerial empowerment respectively. The article concludes by considering how each of these models deals with the conflict and risk which we see as necessarily associated with innovation in the public sector and how each of them is differentially responsive to diferent stakeholdes, both inside and outside of the innovating organisation
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This article draws together the literatures around innovation and entrepreneurship in the public sector and presents a detailed discussion of the nature of public entrepreneurship based upon 12 case studies of innovation in local government. The article identifies two important and distinctive aspects of public entrepreneurship which relate to the independent roles of a champion and their sponsor and which combine to constitute entrepreneurial government. The analyses suggest that it is useful to distinguish between at least two types of entrepreneurial government which focus upon external public needs and internal managerial empowerment respectively. The article concludes by considering how each of these models deals with the conflict and risk which we see as necessarily associated with innovation in the public sector and how each of them is differentially responsive to diferent stakeholdes, both inside and outside of the innovating organisation
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