Innovation-oriented culture in the public sector: Do managerial autonomy and result control lead to innovation?

Jan Wynen*, Koen Verhoest, Edoardo Ongaro, Sandra Van Thiel, COBRA Network

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation-oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect.

Original languageEnglish
Pages (from-to)45-66
JournalPublic Management Review
Volume16
Issue number1
DOIs
Publication statusPublished - 2014
Externally publishedYes

Keywords

  • Innovation-oriented culture
  • managerial autonomy
  • result control
  • new public management
  • autonomous agencies
  • PRIVATE-SECTOR
  • MANAGEMENT
  • PERFORMANCE
  • AGENCIES
  • VALUES
  • ORIENTATION
  • VARIABLES

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