Informal Virtual Learning in the Public Sector: Educating Public Servants in Digital Social Innovation Environments

2021 ◽  
pp. 1095-1112
Author(s):  
J. Ignacio Criado ◽  
Cristina Herranz ◽  
Julián Villodre
Keyword(s):  
Public Sector ◽  
Social Innovation ◽  
Virtual Learning ◽  
Public Servants ◽  
The Public

scholarly journals Innovation and the Public Service: Facilitating Inclusive Industrial and Social Development

2021 ◽  
Author(s):  
Paul Plantinga
Keyword(s):  
Public Sector ◽  
Social Innovation ◽  
Innovation Policy ◽  
Inclusive Development ◽  
Public Servants ◽  
The Public ◽  
Targeted Interventions ◽  
Development Outcomes ◽  
Public Organisations ◽  
Legal Frameworks

Public servants involved in South Africa’s innovation policy and programmes are under pressure to adopt more agile and open ways of working to support industrial and social innovation, especially in relation to achieving inclusive development outcomes. Implementing these practices in public sector departments is a challenge. Whilst innovation agencies were established to play a more independent mediating role between the private sector and government, they operate within similar legal frameworks and depend on the same political principals for funding as their parent departments. As a result, there is significant friction between expected innovation-enabling practices and established bureaucratic procedures. Instead of calling for the de-bureaucratisation of the public sector, this chapter seeks to highlight the significant diversity in public organisations and officials involved in stimulating industrial and social innovation; the reasons why certain procedures and practices are in place; and the need to develop targeted interventions that can improve specific routines, capacities and legitimacy at organisational and individual levels as a way to achieve innovation outcomes

scholarly journals Who wants to work in bureaucracy? Career intentions of post-millennial students

2018 ◽  
Vol 37 (1) ◽  
pp. 67-91 ◽  
Author(s):  
Tim Jäkel ◽  
George Alexander Borshchevskiy
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Civil Service ◽  
Early Stage ◽  
Well Being ◽  
Public Employment ◽  
Public Servants ◽  
Millennial Students ◽  
The Public ◽  
Career Plans

This article investigates who wants, or does not want to work in Russian public administration, and why. A majority of Russians believe that public servants are concerned with improving their personal well-being rather than serving the public interest. Understanding working sector choices is thus the first step to attract talent into the civil service. We study public employment intention among a group of students of public administration in two elite Moscow universities who are relatively early undergraduates. Parents working in the civil service are the most important public sector career motivators of students in Russia, more important than positive perceptions of public sector compensation and its impact on society. Our findings imply that early-stage career plans are shaped outside university lecture rooms. We conclude that teaching public administration in Russia will have to focus on drawing a line between behavior that falls below standards of the profession and efforts to contribute to the well-being of citizens.

Open Social Innovation

2020 ◽  
pp. 271-286
Author(s):  
Amaya Erro-Garcés ◽  
Maria Elena Aramendía-Muneta
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
Open Innovation ◽  
Public Reason ◽  
Social Innovation ◽  
Preliminary Test ◽  
Public And Private ◽  
The Public

Three public European case studies are presented as an evaluation of a preliminary test of an adapted questionnaire to measure open social innovation. Findings include the differences and similarities between public and private performance. Public practitioners integrate these experiences later than private. The reasons for engaging in open innovation are different: whereas improving citizens´ relationships is the major public reason, creating partnerships is the private driver. Finally, technologies help open innovation in both public and private cases. Furthermore, it may be concluded that there is a lack of open social innovation professionals that leads to a barrier in the development of these policies in the public sector.

Second Order Interactive End User Development Appropriation in the Public Sector

2018 ◽  
Vol 30 (1) ◽  
pp. 82-106 ◽  
Author(s):  
Anders Avdic
Keyword(s):  
Public Sector ◽  
Domain Knowledge ◽  
Research Question ◽  
Primary User ◽  
Second Order ◽  
End User ◽  
Problem Domain ◽  
Public Servants ◽  
The Public ◽  
Problem Solving Process

This paper seeks to respond to the research question: How does appropriation take place in the public sector in the development of end user applications by civil servants? Appropriation is defined as taking advantage of opportunities related to the development and use of applications, when the developer has in-depth knowledge of the problem domain and is also the primary user of the application. The author's results showed that public servants who have deep problem domain knowledge can take advantage of end user tools (e.g. spreadsheet programs) in the problem- solving process to solve vaguely defined problems. Appropriation is manifested in the continuous development of various ICT applications. In this paper, the author differentiates between first- and second-order appropriation. First-order appropriation takes place when the potential of the development tool is appropriated by the end user. Second-order appropriation takes place when an application is continuously developed and refined in parallel with the end user's learning process and the development of organizational requirements.

Emotional intelligence as an antidote to the negative implications of perceived managerial supplication: a sectorial comparison

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Galit Meisler
Keyword(s):  
Emotional Intelligence ◽  
Public Sector ◽  
Aggressive Behavior ◽  
Political Behavior ◽  
Turnover Intentions ◽  
Mediation Model ◽  
Public Servants ◽  
Content Type ◽  
The Public ◽  
Moderated Mediation Model

PurposeThis study investigated whether managers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior and the role of emotional intelligence (EI) in this context. The authors explored a moderated mediation model in which perceived managerial supplication elicited hostility that increased turnover intentions and the emotional abilities included in EI acted as antidotes to these outcomes.Design/methodology/approachThe authors tested the moderated mediation model using two large samples, one from the public sector and the other from the private sector, providing a cross-sectorial comparison. The authors collected the data for this study in three waves.FindingsThe authors’ findings revealed that the model fit the public sector alone. Moreover, others' emotion appraisal was the only aspect of EI that moderated the hostility and turnover intentions of public servants.Practical implicationsInterventions aimed at increasing the EI level of public servants can be a powerful tool for reducing their hostility and turnover intentions. However, these interventions must focus on all four aspects of EI , particularly others' emotion appraisal.Originality/valueManagers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior. However, EI reduces these negative outcomes among public servants.

Social Innovation in the Public Sector: The Case of Seoul Metropolitan Government

2014 ◽  
Vol 4 (1) ◽  
pp. 51-69 ◽  
Author(s):  
Lauren O’Byrne ◽  
Michael Miller ◽  
Ciara Douse ◽  
Rupa Venkatesh ◽  
Naim Kapucu
Keyword(s):  
Public Sector ◽  
Social Innovation ◽  
Metropolitan Government ◽  
The Public

VillageReach: innovating for improved health care at the “last mile”

2020 ◽  
Vol 10 (4) ◽  
pp. 1-33
Author(s):  
Cynthia Schweer Rayner ◽  
Camilla Thorogood ◽  
Francois Bonnici
Keyword(s):  
Health Care ◽  
Public Sector ◽  
Learning Outcomes ◽  
Large Scale ◽  
Social Innovation ◽  
Donor Funding ◽  
Content Type ◽  
Non Profit ◽  
Teaching Case ◽  
The Public

Learning outcomes The learning outcomes are to understand the definition of public value and the strategic drivers behind public value creation, understand the nature of social innovation in the public sector, identify the critical opportunities and challenges involved in sustaining innovation in the public sector and identify the role that non-profit organizations can play in supporting and sustaining social innovation. Case overview/synopsis This case puts participants in the shoes of a global health innovator’s leadership team as the organization approaches a funding crisis. The organization, VillageReach, is on a quest to expand across the public health system of Mozambique and experiences a funding dilemma. The case reveals the challenges of working with governments to achieve large-scale, systemic change. It explores the conundrum of using international donor funding to embed new practices in government service delivery. Ultimately, it asks participants to choose between the pursuit of new, small-scale innovative projects and the large-scale rollout of a national programme. Complexity academic level This teaching case is written for courses focused on social entrepreneurship, social innovation and social change. It can also be used in courses focused on non-profit management and public sector innovation. Specifically, the teaching case is suitable for two audiences: social enterprise and non-profit managers focused on strategy, development and operations (the case focuses on an enterprise that relies primarily on donor funding) and health-care managers and administrators. Generally, the case is suitable for undergraduates in their final year of study as well as graduate-level business and public administration courses, including MBA, MPH, MPA, EMBA and Executive Education courses. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Mexico power centralisation will bring heavy criticism

2019 ◽  
Keyword(s):  
Public Sector ◽  
Central Government ◽  
State Governments ◽  
Public Servants ◽  
Content Type ◽  
The Public ◽  
State Capture

Subject Balance of powers in Mexico. Significance Since taking office last year, President Andres Manuel Lopez Obrador (AMLO) and his National Renovation Movement (Morena) have taken several measures to make savings in the public sector and to allocate resources to tackling poverty and corruption. Such goals enjoy widespread support, but some of the mechanisms employed to achieve them are concentrating power with the central government. The areas most affected include constitutionally autonomous entities within the administration, other branches of government such as the judiciary, and state governments. Impacts Given the role of poorly paid public servants in state capture, salary cuts may prove counterproductive in fighting corruption. Without a system that impartially investigates, prosecutes and sanctions wrongdoing by public servants, corruption will not abate. Centralisation will strengthen the administration initially but leave it vulnerable in the long term when things do not work as intended.

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