The impact of management capacity on government innovation in Korea : an empirical study
By: KIM, Seok Eun
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Contributor(s): LEE, Jung Wook.
Material type: 
ArticlePublisher: Philadelphia, PA : Routledge, September 2009International Public Management Journal 12, 3, p. 345-369Abstract: A common assertion within public management is that management capacity drives policy outcomes. This study tests that argument, focusing on an important policy outcome-innovation. Data were drawn from the Korean government to examine the impact of government's management capacity for the adoptions and implementation of innovation. The results confirm that both managerial behaviors and structures are drivers of government innovation. The adoption and implementation of innovative projects require full-scale management capacity, encompassing innovative leadership, a quality workforce, appropriate structures/systems, and the ability to manage external influences. These results suggests that public management capacity drives innovation in government by changing managerial and structures. Implication of these results for managing government innovation are discussed.
A common assertion within public management is that management capacity drives policy outcomes. This study tests that argument, focusing on an important policy outcome-innovation. Data were drawn from the Korean government to examine the impact of government's management capacity for the adoptions and implementation of innovation. The results confirm that both managerial behaviors and structures are drivers of government innovation. The adoption and implementation of innovative projects require full-scale management capacity, encompassing innovative leadership, a quality workforce, appropriate structures/systems, and the ability to manage external influences. These results suggests that public management capacity drives innovation in government by changing managerial and structures. Implication of these results for managing government innovation are discussed.
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