Describes and evaluates the management of innovation within an inter‐organizational context in the UK. Focuses specifically on the work and role of a local voluntary agency. Argues that the management of such innovation needs to embrace this context in all its complexity, rather than attempting to control it through traditional, rational management techniques. Uses this case as an example from which to draw out some general lessons about the management of public services in complex inter‐organizational environments.
Osborne, S.P. (1996), "The hitch‐hiker’s guide to innovation? Managing innovation ‐ and other organizational processes ‐ in an inter‐agency context", International Journal of Public Sector Management, Vol. 9 No. 7, pp. 72-81. https://doi.org/10.1108/09513559610153908Download as .RIS
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