|fulltext etc.||no fulltext attached|
Opening up the public sector for implementing crowd innovation is a
demanding task for public managers: Since the concept implies broad
and equal participation and the integration of external ideas, it
often opposes prevalent organizational culture and thus represents
also an organizational innovation. According to systems theory,
organizations have to ensure connectivity between established and
deviant communications in order to accomplish organizational
innovation and maintain legitimacy.
This article explores the process of connectivity formation for the implementation of crowd innovation in a large Swiss municipality. Using an in-depth longitudinal case study, the article examines actions of the project management team and the development of decisions of a top management team during the implementation process. The findings indicate that connectivity evolves from (a) characterizing the innovation as positive and as the best solution compared to alternatives, (b) outlining the innovation as a reversible experiment, (c) linking new concepts and established ideas, as well as (d) creating objectivity based on repeating communications.
In conclusion, the authors emphasize the challenge of connectivity formation and the need for furthe research regarding organizational innovation in the public sector from a systemic perspective.
|type||conference paper (English)|
organizational innovation, systems theory, crowd innovation
|project||Forschungsprogramm: Innovative Public Managing|
|name of conference||IRSPM International Research Society for Public Management XVI Conference (Rome)|
|date of conference||11-4-2012|
|title of proceedings||Contradictions in Public Management: Managing in volatile times|
|citation||Collm, A., & Schedler, K. (2012). The Formation of Connectivity for the Implementation of Crowd Innovation. In Contradictions in Public Management: Managing in volatile times, pp.16: IRSPM.|