英语论文举例1

o

nal

,

and

communi

t

y

)

and

innovation

in

gov

ern-

ance

and

public

ser

vi

c

es

,

including

both

institutional

pers

p

ecti

< br>v

es

a

nd

em ployee

experiences

of

innovation

and

other

forms

of

organizational

c< /p>

ha

nge

.

E -mail:

j

ey

@

In

the

last

two

decades,

proponents

of

New

Public

Management

(NPM)

reforms

have

claimed

that

the

public

sector

should

imitate

or

learn

from

the

private

sector.

The

public

sector

should

become

more

inno-

vative,

?

exible,

and

e

?

cient

by

introducing

market-

based

competition

and

private

sector

management

techniques

(Osborne

and

Gaebler

1992).

Critics

claim

that

the

marketization

of

the

public

sector

has

not

helped

make

the

public

sector

more

innovative.

They

suggest

instead

that

public

innovation

should

be

enhanced

by

means

of

strengthening

organiza-

tional

entrepreneurship

in

neo- Weberian

bureauc-

racies

through

a

combination

of

transformational

leadership

(Bass

and

Riggio

2006),

institutional

and

organizational

integration

(Christensen

and

L?

greid

2010),

trust- based

management

(Nyhan

2000),

and

increased

responsiveness

toward

the

demands

from

citizens

and

users

of

speci?c

public

services

(Pollitt

and

Bouckaert

2004).

Although

these

strategic

rec-

ommendations,

under

the

right

conditions,

may

help

spur

public

innovation,

we

argue

that

the

dichoto-

mous

opposition

between

market- based

competition

and

bureaucratic

reform

is

an

unfortunate

and

false

choice.

Unfortunate

because

both

strategies

tend

to

favor

“in

< br>-

house”

innovation

(i.e.,

by

managers

and

sta

?

)

and

thus

fail

to

reap

the

fruits

of

inter-

organizational,

intersectoral,

and

open

innovation.

False

because

a

collaborative

approach

to

innova-

tion

highlights

the

role

of

multiactor

engagement

in

informing

the

understanding

of

the

problem

to

be

addressed,

as

well

as

in

creating

and

implement-

ing

innovation

and

garnering

support

and

owner-

ship

of

the

problem

and

the

innovation.

However,

although

collaborative

innovation

seems

to

be

supported

by

new

trends

associated

with

New

Public

Governance

(Osborne

2010),

there

are

both

merits

and

limitations

of

this

particular

strategy,

and

it

may

require

the

development

of

new

kinds

of

innovation

management.

Eva

S?rensen

is

profes

< br>s

or

of

public

administration

in

the

D

epartment

of

Society

and

Globalization

at

R

os

ki

l

d

e< /p>

Uni

v

er si

t

y

.

S he

is

currently

director

of

a

large

research

project

on

public

innovation

and

v

i

c

e

direc-

tor

of

the

C

ent

re

of

D

e< /p>

moc

r

ati

c

N

etw

ork

Governance.

Her

mai

n

research

interests

are

the

impact

of

new

for

ms

of

governance

on

the

provision

of

effective,

democ< /p>

rati

c

,

a nd

innovative

public

gov

e

rna

nc

e.