The public sector is experiencing a growing need for innovation. Greater demands on quality combined with fewer resources have increased the complexity of public sector services. Thus, it is no longer sufficient to use the present and well-known methods and leadership strategies when performing public sector tasks. This has led to a need for new and creative solutions through public innovation and the responsibility is largely imposed on public leaders. Despite good intentions and efforts there is still some way to go before the public sector can be deemed innovative. There are a number of embedded barriers in the public sector that inhibit the creation of cross-disciplinary collaboration, and even when such collaborations are successfully established, there is no guarantee that they result in innovation. Leadership as well as institutional design of collaboration and innovation processes may help to counteract the various barriers and increase the likelihood of cooperation leading to public innovation. A main challenge is the leadership culture in the public sector. The leadership actions, structures and values not only help to promote but also to inhibit collaborative innovation, and so leadership culture can pose barriers on itself. This thesis contains an analysis of the extent to which leadership culture tends to promote and inhibit collaborative innovation in Roskilde Municipality, in order to provide a series of recommendations as well as contribute to the research in collaborative innovation.
|Uddannelser||Forvaltning, (Bachelor/kandidatuddannelse) Kandidat|
|Udgivelsesdato||14 aug. 2013|
- Leadership culture
- Collaborative innovation