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The Nature and Incidence of Workgroup Innovation in the Australian Public Sector: Evidence from the Australian 2011 State of the Service Survey

The Nature and Incidence of Workgroup Innovation in the Australian Public Sector: Evidence from... Using data from a nationally representative survey of all Australian Government employees, we explore the nature of innovation implemented at the workgroup level and assess the multi‐dimensionality of the workgroup's ‘most significant innovation’ (MSI). Of the 10222 survey respondents, 48% reported at least one innovation implemented by their workgroup, with an innovation more commonly reported with an increase in the respondent's age, seniority, and service experience; among men and university graduates. The results reveal that 54% of the reported MSIs incorporate between two and five dimensions of innovation types (policy, service, service delivery, administrative/organizational, and conceptual), and most of these dimensions reinforce each other. Different dimensions of the MSI draw on different sources of ideas (with senior leaders having the broadest impact), face different ‘revealed’ barriers, require different levels of workplace creativity, and produce different beneficial effects. Our findings help strengthen an understanding of the influencing factors and the effects of multi‐dimensional public sector innovations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Australian Journal of Public Administration Wiley

The Nature and Incidence of Workgroup Innovation in the Australian Public Sector: Evidence from the Australian 2011 State of the Service Survey

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References (28)

Publisher
Wiley
Copyright
Australian Journal of Public Administration © 2016 Institute of Public Administration Australia
ISSN
0313-6647
eISSN
1467-8500
DOI
10.1111/1467-8500.12095
Publisher site
See Article on Publisher Site

Abstract

Using data from a nationally representative survey of all Australian Government employees, we explore the nature of innovation implemented at the workgroup level and assess the multi‐dimensionality of the workgroup's ‘most significant innovation’ (MSI). Of the 10222 survey respondents, 48% reported at least one innovation implemented by their workgroup, with an innovation more commonly reported with an increase in the respondent's age, seniority, and service experience; among men and university graduates. The results reveal that 54% of the reported MSIs incorporate between two and five dimensions of innovation types (policy, service, service delivery, administrative/organizational, and conceptual), and most of these dimensions reinforce each other. Different dimensions of the MSI draw on different sources of ideas (with senior leaders having the broadest impact), face different ‘revealed’ barriers, require different levels of workplace creativity, and produce different beneficial effects. Our findings help strengthen an understanding of the influencing factors and the effects of multi‐dimensional public sector innovations.

Journal

Australian Journal of Public Administration – Wiley

Published: Jun 1, 2016

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