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Kuno Schedler
Title
Prof. Dr.
Last Name
Schedler
First name
Kuno
Email
kuno.schedler@unisg.ch
ORCID
Phone
+41 71 224 2177
Homepage
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1 - 10 of 15
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PublicationStrategies for Introducing Organizational Innovation to Public Service OrganizationsAs social systems, organizations need to ensure connectivity between established and deviant communication streams to accomplish organizational innovation. This article explores elements and systemic strategies of connectivity formation for the introduction of an organizational innovation such as the concept of crowd innovation in the public sector. For public administrations, crowd innovation represents an organizational innovation since it implies broad participation and the integration of external ideas, and thus often opposes prevalent organizational structures. Our findings contribute to the knowledge on systemic innovation management and suggest that public managers can enhance connectivity formation by addressing semantics, routines, practices, roles, and redundancies.Type: journal articleJournal: Public Management ReviewVolume: 16Issue: 1
Scopus© Citations 23 -
PublicationType: journal articleJournal: International Public Management ReviewVolume: 13Issue: 2
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PublicationThe Formation of Connectivity for the Implementation of Crowd InnovationOpening 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
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PublicationCrowd innovation : The role of uncertainty for opening up the innovation process in the public sector(IRSPM International Research Society for Public Management, 2011-04-11)Innovations are complex processes that can be created internally, caused externally or generated collectively with stakeholders. Integrating crowdsourcing and open innovation and supported by Web 2.0 technologies, a new innovation practice, crowd innovation, has emerged. In this paper, we illustrate empirically the practice of crowd innovation and discuss institutional obstacles, which exist for implementing crowd innovation in the public sector. Referring to the normative mode of publicness we argue that a lack of discretionary power due to unfavorable positions and insufficient political and managerial support causes uncertainty and inhibits public managers to implement crowd innovation.Type: conference paper
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PublicationType: conference paper
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PublicationOffene Innovation in öffentlichen Verwaltungen : Das ungenutzte Potential des Sozialkapitals(Trauner, 2012)
;Hilgers, Dennis ;Schauer, ReinbertThom, NorbertType: book section -
PublicationType: book section