Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization

Carlos Martin-Rios; Charles Heckscher; Cesar Gonzalez

doi:https://doi.org/10.1007/978-3-319-03134-7_5

Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization

Carlos Martin-Rios, Charles Heckscher, Cesar Gonzalez

SMLR-Labor Studies & Empl Rels

Rutgers, The State University

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution

Abstract

This paper uses a longitudinal case study of an internally driven organizational innovation and redesign process at a scientific or public research organization (PRO) as a way of illustrating innovation dynamics that result from the need to formulate a new strategic mission for the organization as a response to wider environmental and institutional pressure. Based on in-depth interviews with key participants, supplemented by a review of project reports, contract archives, publications and press coverage, this paper illustrates that organizational renewal is a complex phenomenon in PROs and that innovations in essential elements of the formal structure, work practices and values can serve as important enablers of change in highly rigid work environments; it also shows that the introduction of certain management principles borrowed from private organizations may accelerate change by providing a strong basis for developing a shared collaborative organization in public research.

Original language	English (US)
Title of host publication	Management Innovation - Antecedents, Complementarities and Performance Consequences
Editors	José-Luis Hervás-Oliver, Marta Peris-Ortiz
Publisher	Springer Science and Business Media B.V.
Pages	61-74
Number of pages	14
ISBN (Print)	9783319031330
DOIs	https://doi.org/10.1007/978-3-319-03134-7_5
State	Published - 2014

Publication series

Name	Springer Proceedings in Business and Economics

ASJC Scopus subject areas

Business, Management and Accounting(all)
Economics, Econometrics and Finance(all)

Keywords

Change Initiative
Human Resource Practice
Organizational Design
Organizational Innovation
Public Research Organization

Access to Document

https://doi.org/10.1007/978-3-319-03134-7_5

Cite this

Martin-Rios, C., Heckscher, C., & Gonzalez, C. (2014). Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization. In J-L. Hervás-Oliver, & M. Peris-Ortiz (Eds.), Management Innovation - Antecedents, Complementarities and Performance Consequences (pp. 61-74). (Springer Proceedings in Business and Economics). Springer Science and Business Media B.V.. https://doi.org/10.1007/978-3-319-03134-7_5

Martin-Rios, Carlos ; Heckscher, Charles ; Gonzalez, Cesar. / Unfurling Organizational Innovation in Public Services : The Case of a Public Research Organization. Management Innovation - Antecedents, Complementarities and Performance Consequences. editor / José-Luis Hervás-Oliver ; Marta Peris-Ortiz. Springer Science and Business Media B.V., 2014. pp. 61-74 (Springer Proceedings in Business and Economics).

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abstract = "This paper uses a longitudinal case study of an internally driven organizational innovation and redesign process at a scientific or public research organization (PRO) as a way of illustrating innovation dynamics that result from the need to formulate a new strategic mission for the organization as a response to wider environmental and institutional pressure. Based on in-depth interviews with key participants, supplemented by a review of project reports, contract archives, publications and press coverage, this paper illustrates that organizational renewal is a complex phenomenon in PROs and that innovations in essential elements of the formal structure, work practices and values can serve as important enablers of change in highly rigid work environments; it also shows that the introduction of certain management principles borrowed from private organizations may accelerate change by providing a strong basis for developing a shared collaborative organization in public research.",

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Martin-Rios, C, Heckscher, C & Gonzalez, C 2014, Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization. in J-L Hervás-Oliver & M Peris-Ortiz (eds), Management Innovation - Antecedents, Complementarities and Performance Consequences. Springer Proceedings in Business and Economics, Springer Science and Business Media B.V., pp. 61-74. https://doi.org/10.1007/978-3-319-03134-7_5

Unfurling Organizational Innovation in Public Services : The Case of a Public Research Organization. / Martin-Rios, Carlos; Heckscher, Charles; Gonzalez, Cesar.

Management Innovation - Antecedents, Complementarities and Performance Consequences. ed. / José-Luis Hervás-Oliver; Marta Peris-Ortiz. Springer Science and Business Media B.V., 2014. p. 61-74 (Springer Proceedings in Business and Economics).

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution

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N2 - This paper uses a longitudinal case study of an internally driven organizational innovation and redesign process at a scientific or public research organization (PRO) as a way of illustrating innovation dynamics that result from the need to formulate a new strategic mission for the organization as a response to wider environmental and institutional pressure. Based on in-depth interviews with key participants, supplemented by a review of project reports, contract archives, publications and press coverage, this paper illustrates that organizational renewal is a complex phenomenon in PROs and that innovations in essential elements of the formal structure, work practices and values can serve as important enablers of change in highly rigid work environments; it also shows that the introduction of certain management principles borrowed from private organizations may accelerate change by providing a strong basis for developing a shared collaborative organization in public research.

AB - This paper uses a longitudinal case study of an internally driven organizational innovation and redesign process at a scientific or public research organization (PRO) as a way of illustrating innovation dynamics that result from the need to formulate a new strategic mission for the organization as a response to wider environmental and institutional pressure. Based on in-depth interviews with key participants, supplemented by a review of project reports, contract archives, publications and press coverage, this paper illustrates that organizational renewal is a complex phenomenon in PROs and that innovations in essential elements of the formal structure, work practices and values can serve as important enablers of change in highly rigid work environments; it also shows that the introduction of certain management principles borrowed from private organizations may accelerate change by providing a strong basis for developing a shared collaborative organization in public research.

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KW - Organizational Design

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Martin-Rios C, Heckscher C, Gonzalez C. Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization. In Hervás-Oliver J-L, Peris-Ortiz M, editors, Management Innovation - Antecedents, Complementarities and Performance Consequences. Springer Science and Business Media B.V. 2014. p. 61-74. (Springer Proceedings in Business and Economics). https://doi.org/10.1007/978-3-319-03134-7_5

Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization

Abstract

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Keywords

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