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

Carlos Martin-Rios, Charles Heckscher, Cesar Gonzalez

Research output: Chapter in Book/Report/Conference proceedingConference contribution


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 languageEnglish (US)
Title of host publicationManagement Innovation - Antecedents, Complementarities and Performance Consequences
EditorsJosé-Luis Hervás-Oliver, Marta Peris-Ortiz
PublisherSpringer Science and Business Media B.V.
Number of pages14
ISBN (Print)9783319031330
StatePublished - 2014

Publication series

NameSpringer Proceedings in Business and Economics

ASJC Scopus subject areas

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


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


Dive into the research topics of 'Unfurling Organizational Innovation in Public Services: The Case of a Public Research Organization'. Together they form a unique fingerprint.

Cite this