Translating innovative practices into organizational knowledge in the public sector: A case study. (24th May 2017)

• Record Type: Journal Article
• Authors: Ferguson, Stuart; Blackman, Deborah
• Is Part Of: Journal of management & organization. Volume 25:Number 1(2019)
• Page Start: 42
• Page End: 57
• Publication Date: 2017-05-24
• Subjects: knowledge management, -- knowledge transfer, -- innovation diffusion, -- organizational memory; Management -- Periodicals; 658.005
• DOI: 10.1017/jmo.2017.25
• Languages: English
• ISSNs: 1833-3672

Abstract

Abstract: Previous research suggests that innovation is heavily informed by strategic management theories and that there is little engagement with practice-based approaches. A case study of a public sector organization identified as doing something innovative is presented. Four main themes emerged. Two themes, the 'importance of a mandate' and the 'development of trust', had their foundations in traditional management practices. The others, 'capacity to challenge the norms' and 'boundary spanning', emerged from practice. It is suggested that a managerial approach that developed a supportive setting for innovation enabled the development of practices whereby innovation was effectively recognized, nurtured and sustained.