FACILITATING PUBLIC SECTOR CORPORATE ENTREPRENEURSHIP PROCESS: A CONCEPTUAL MODEL

2007 ◽  
Vol 15 (03) ◽  
pp. 275-299 ◽  
Author(s):  
CLAUDINE KEARNEY ◽  
ROBERT HISRICH ◽  
FRANK ROCHE
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Conceptual Model ◽  
Corporate Entrepreneurship ◽  
Organizational Characteristics ◽  
The Public ◽  
Public Sector Organization ◽  
Proposed Model ◽  
Antecedents And Consequences ◽  
Public Sector Entrepreneurship

The research to date in the literature has not provided a consensus on the nature of public entrepreneurship. Many authors relate the concept of entrepreneurship to only the private sector and dismiss the idea of public sector entrepreneurship. Others argue that the introduction of entrepreneurship into the public sector is inimical to its basic goals, concept and values. This paper proposes a conceptual model that explains the public sector corporate entrepreneurial process based on a review of past theoretical and empirical research. To date, very little research exists which attempts to establish a theoretical framework or model that illustrates the various components, including environmental and organizational characteristics, that effect the corporate entrepreneurship process within the public sector. The model is intended to depict key corporate entrepreneurial dimensions that relate to entrepreneurial behavior within the public sector organization. The proposed model delineates the antecedents and consequences of corporate entrepreneurship within the public sector.

scholarly journals Facilitating Corporate Entrepreneurship in Public Sector Higher Education Institutions: A Conceptual Model

2012 ◽  
Vol 6 (1) ◽  
pp. 26 ◽  
Author(s):  
Javed Nayyar Malik ◽  
Rosli Bin Mahmood
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Conceptual Model ◽  
State Government ◽  
Higher Education Institutions ◽  
Education Institution ◽  
Corporate Entrepreneurship ◽  
The Public ◽  
Proposed Model ◽  
The Impact

This paper develops a conceptual model of public sector corporate entrepreneurship for the state government higher education institutions. The proposed model is intended to depict the main antecedents that relate to corporate entrepreneurship within the public sector higher education institution  and the impact of corporate entrepreneurship on public sector HEI’s performance, as well as factors influencing its continuous performance.

scholarly journals THE MEDIATING ROLE OF CORPORATE ENTREPRENEURSHIP FOR EXTERNAL ENVIRONMENT EFFECTS ON PERFORMANCE

2013 ◽  
Vol 14 (Supplement_1) ◽  
pp. S328-S357 ◽  
Author(s):  
Claudine Kearney ◽  
Robert D. Hisrich ◽  
Bostjan Antoncic
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
External Environment ◽  
Corporate Entrepreneurship ◽  
The United States ◽  
Mediating Effect ◽  
Integrative Model ◽  
The Public ◽  
Private Sector Organizations

A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance.

Defining public-sector entrepreneurship

2017 ◽  
Vol 18 (3) ◽  
pp. 153-163 ◽  
Author(s):  
Shepherd Dhliwayo
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Conceptual Framework ◽  
Three Dimensions ◽  
Future Research ◽  
Public Value ◽  
The Public ◽  
Conceptual Definition ◽  
Commercial Market ◽  
Public Sector Entrepreneurship

Public-sector entrepreneurship (PSE) is a relatively new area of enquiry. Though it is now universally agreed that the public sector can be entrepreneurial just like its private sector counterpart, it is not clear what makes up the PSE construct. The study proposes three dimensions of what makes up PSE. The three are, economic facilitation and regulation, the civil–political service agent and commercial market participation. The dimensions are based on the different roles the state plays in trying to optimally provide public value to its citizens. This study offers a conceptual definition that could more broadly represent PSE. As with any new concept, this conceptual framework still has to be tested for efficacy and be validated through future research.

Strategy execution in public sectors: empirical evidence from Belgium

2019 ◽  
Vol 41 (6) ◽  
pp. 39-47 ◽  
Author(s):  
Sasidhar Reddy Bhimavarapu ◽  
Seong-Young Kim ◽  
Jie Xiong
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Conceptual Model ◽  
Research Design ◽  
Case Study Research ◽  
Strategy Execution ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations ◽  
Private Sector Organizations

Purpose Many public sector organizations have shown a consistent lack of capability to execute their strategic plans compared with private sector organizations. This failure explains why most public sector organizations are grappling with the dynamics of the twenty-first century in service delivery. Further, the strategy execution gap is vast in the public sector organizations than in the private sector organizations. The purpose of this paper is built based on the curiosity to develop a conceptual model that can close the strategy execution gap in public sector organizations. Design/methodology/approach The research adopted a qualitative research design, particularly, a case study research design approach as an ideal tool to conduct a holistic and in-depth survey of the trends in strategy execution in the public sector. Findings From the findings of the study, it has been found that five out of the nine strategy execution components that were investigated showed higher scores. These strategy execution components perceived to be vital by this study and were integrated into the MERIL-DE model, which will significantly contribute to closing the strategy execution gap in the public sector. Originality/value This research was built based on the curiosity to develop a conceptual model, the MERIL-DE model that can close the strategy execution gap in public sector organizations.

Benefits of RES Use in Brownfields Reuse in Slovak Municipalities

2014 ◽  
Vol 1001 ◽  
pp. 15-20
Author(s):  
Tomáš Bakalár ◽  
Henrieta Pavolová ◽  
Erik Weiss
Keyword(s):  
Renewable Energy ◽  
Public Sector ◽  
Private Sector ◽  
Energy Recovery ◽  
Negative Impact ◽  
Renewable Energy Sources ◽  
Energy Sources ◽  
The Public ◽  
South Eastern ◽  
Proposed Model

The issue of renewable energy in revitalizing brownfields is currently important especially in the development of individual municipalities. Reuse of brownfields in terms of municipalities in Slovakia, which represent economically devastated buildings or the territories used inefficiently, with a strong negative impact on the wider environment of municipalities, requires cooperation of the state and the public sector with private sector businesses. The article points to the possibility of using selected renewable energy sources in removing negative aspects caused by the existence of brownfields in the territory of south-eastern Slovakia. It stresses on the benefits of addressing this issue in the proposed model of evaluation of renewable energy recovery and reuse of brownfields.

scholarly journals Sector Differences in the Public Service Motivation–Job Satisfaction Relationship: Exploring the Role of Organizational Characteristics

2016 ◽  
Vol 38 (1) ◽  
pp. 24-48 ◽  
Author(s):  
Anne Mette Kjeldsen ◽  
Jesper Rosenberg Hansen
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Public Service ◽  
Organizational Characteristics ◽  
Organizational Goal ◽  
The Public ◽  
Red Tape ◽  
Goal Specificity ◽  
Satisfaction Relationship

Public service motivation (PSM) has a documented, positive effect on job satisfaction—especially in the public sector. However, organizational characteristics such as red tape, hierarchical authority, and the absence of organizational goal specificity, which are often more present in public sector organizations, may have negative influences on the PSM–job satisfaction relationship. This study explores the impact of these organizational characteristics on sector differences in the PSM–job satisfaction relationship in a “hard case” setting. Using survey data with low-level, white-collar employees, we confirm a positive PSM–job satisfaction association in the public sector compared with the private sector, where we see a negative association. Furthermore, perceived red tape and the absence of organizational goal specificity have negative influences on job satisfaction; nevertheless, sector differences remain in the PSM–job satisfaction relationship when controlled for these organizational characteristics. This suggests that public or private sector status is more important for the PSM–job satisfaction relationship than other organizational characteristics.

Understanding the Dialectic Relationship between Intraand Inter-Organizational Cooperation

2011 ◽  
pp. 695-709
Author(s):  
Keith Baker
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Organizational Reform ◽  
The Public ◽  
Public Sector Organization ◽  
Two Factors ◽  
Organizational Collaboration ◽  
Private Sector Organizations ◽  
Communication And Coordination ◽  
Private Sector Organization

Information and Communication Technology (ICT) is often seen as a vehicle for organizational reform. However, the established literature on achieving ICT based reform tends to focus upon the private sector and is unsuitable for analysing the public sector. In the public sector ICT reform is usually delivered through complex partnership arrangements with private sector organizations. This seen the emergence of the Strategic Service Partnership (SSP) in which an interorganizational relationship is established between a public sector organization and a private sector organization. This partnership allows for the private sector organization to become the exclusive provider of ICT systems for the public sector organization. These ICT systems allow for intra-organizational communication and coordination to be achieved. As such reform which seeks to enable intra-organizational collaboration is shown to be dependent upon the establishment of inter-organizational collaboration. These two factors are understood in terms of a dialectic relationship.

Closing the strategy execution gap in the public sector

2018 ◽  
Vol 14 (1) ◽  
pp. 6-32 ◽  
Author(s):  
Anton Jacobus Olivier ◽  
Erwin Schwella
Keyword(s):  
Public Sector ◽  
Conceptual Model ◽  
Stakeholder Management ◽  
Strategy Execution ◽  
Participatory Action ◽  
Content Type ◽  
The Public ◽  
Public Sector Organization ◽  
Planning Project ◽  
Strategy Planning

Purpose In response to the significant gap between strategy planning and execution, a conceptual model was developed in an attempt to close this gap, particularly in the public sector. The paper aims to discuss this issue. Design/methodology/approach The paper is based on a literature review and participatory action research, stretching over ten case studies and eight years. Findings The MERIL-DE model integrates the identified “nine vital stratex components” of leadership, strategic planning, project management, alignment, MERIL (Measure, Evaluate, Report, Improve and Learn), drive, engagement, risk, and stakeholder management. The car analogy demonstrates this integration in a practical way. Research limitations/implications The conceptual model should be used as guide in the tailoring of a unique MERIL-DE model or Stratex Car for each public sector organization (PSO), according to its unique context. Practical implications In designing a tailored “Stratex Car” based on the MERIL-DE model, it is believed to close this gap significantly. The strategy execution framework is presented as a tool to assess the total strategy execution capacity (TSEC) of PSOs. Originality/value This is a new conceptual model for the unique public sector context, focusing on successful strategy execution in the public sector.

scholarly journals Considerations On The Public Sector Organizations Performance: A Systems Approach

2011 ◽  
Vol 5 (4) ◽  
pp. 15
Author(s):  
Emmanuel C. Kondylis
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Systems Approach ◽  
Direct Control ◽  
The Public ◽  
Priority Areas ◽  
Public Sector Organization ◽  
Public Sector Organizations

The Public Sector is characterized by its monopolistic orientation and the inability of its owners citizens to exercise direct control over a specific Public Sector Organization (PSO). Realizing that a PSO can never be equally productive to an equivalent one in the Private Sector, one can, nevertheless, improve its productivity by: (1) increasing the Managerial Perspectiveness among the employees, (2) applying Selective Radicalism for high priority areas and, finally, (3) Privatization.

Mobility as a Service Operating Model to Enable Public Policy

2021 ◽  
pp. 036119812110266
Author(s):  
Christina Joy Ditmore ◽  
Angela K. Miller
Keyword(s):  
Public Policy ◽  
Public Sector ◽  
Environmental Impact ◽  
Private Sector ◽  
Public Good ◽  
Business Model ◽  
Operating Model ◽  
The Public ◽  
Equity And Access ◽  
Policy Goals

Mobility as a Service (MaaS) is the concept through which travelers plan, book, and pay for public or private transport on a single platform using either a service or subscription-based model. Observations of current projects identified two distinct approaches to enabling MaaS: the private-sector approach defined as a “business model,” and the public sector approach that manifests as an “operating model.” The distinction between these models is significant. MaaS provides a unique opportunity for the public sector to set and achieve public policy goals by leveraging emerging technologies in favor of the public good. Common policy goals that relate to transportation include equity and access considerations, environmental impact, congestion mitigation, and so forth. Strategies to address these policy goals include behavioral incentivization and infrastructure reallocation. This study substantiates two models for implementing MaaS and expanding on the public sector approach, to enable policy in favor of the public good.

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