Implementing an innovative public sector program: The balance between flexibility and control

Abstract

Purpose

The aim of this paper is to understand factors governing the implementation of an innovative public sector program.

Design/methodology/approach

A longitudinal case study is used to document change and tension in the implementation process.

Findings

The study suggests that because of the embedded character of public sector innovation, it is likely that, as they are implemented, many innovations run up against restrictions and limitations, precisely because they challenge many systems and processes in the host agency. These conflicts, unless specifically addressed, may cause the original innovation to lose its fundamental character.

Research limitations/implications

The case suggests that innovative programs may differ from other types of public sector innovation, such as specific service-delivery initiatives with novel characteristics. Programmatic innovations will be required to produce results according to standard models of managerial accountability which may be difficult to reconcile with innovation.

Practical implications

The study draws attention to the need for flexible support systems, such as HR, Finance and IT in the implementation of innovation in the public sector; where a classic “intrapreneur” is involved, leadership teams with complementary styles may also be significant.

Originality/value

The study demonstrates the nature of the trade-offs that are involved in the implementation of innovative programs and highlights the implications of the challenging, if not subversive, nature of many types of innovation

Citation

Stewart, J. (2014), "Implementing an innovative public sector program: The balance between flexibility and control", International Journal of Public Sector Management, Vol. 27 No. 3, pp. 241-250. https://doi.org/10.1108/IJPSM-05-2013-0076