ÖRGÜTLER ARASI İLIŞKİLER BAĞLAMINDA KAMU SEKTÖRÜNDE İNOVASYON VE ÖĞRENME

Yıl 2022, , 675 - 691, 30.09.2022

Elif Genç Tetik

https://doi.org/10.17065/huniibf.986072

Öz

Bu çalışma, kamu sektöründe son dönemlerde gelişen alanlar olan inovasyon ve öğrenmeyi örgütler arası ilişkiler bağlamında ele alarak literatüre katkıda bulunmayı amaçlamaktadır. İnovasyonlar öğrenme yoluyla yayıldığından ve örgütsel öğrenme inovasyona yol açtığından bu iki kavram yakın ilişkili hatta birbirinin ardılı olarak kabul edilmektedir. Bununla birlikte kamu yönetimi alan yazınında konuyla ilgili hem teorik hem de pratik çalışmaların sayısı oldukça kısıtlıdır. Araştırmada kamu kurumlarının ürettiği inovasyonun diğer kurumlarca uyarlanması sonucunda ortaya çıkabilecek olası sonuçlar üzerinde durulmakta dolayısıyla konunun hem teorik hem de pratik alt yapısını geliştirmeyi amaçlayan bir kavramsal çerçeve sunulmaktadır. Bu tipolojide, örgütler arası öğrenme sürecinin muhtemel sonuçlarının inovasyon veya gelişme olduğu; örgütler arası öğrenme süreci aşamalarının ise iş birliği, yayım ve bilgi transferi şeklinde gerçekleştiği öne sürülmüştür. Ayrıca öğrenme sürecinin düzgün bir şekilde işleyebilmesi için kaynak ve alıcı kuruluşların da örgütsel kapasitesinin yeterli olması gerekmektedir. Dolayısıyla önerilen çerçeve, kamu sektörü inovasyonu ve kurumları arasındaki öğrenme için dört farklı olası uygulama sonucu ortaya koymaktadır: İnovasyon, hem kaynak hem de alıcı kuruluşların yeterli kapasitesi nedeniyle tamamen transfer edilebilir; ya kaynak ya da alıcı kurumun yetersiz kapasitesi nedeniyle kısmen transfer edilebilir ve iki durum da kurumsal iyileşme ile sonuçlanabilir veya tüm tarafların yetersiz kapasitesi neticesinde ne inovasyon ne de iyileşme aktarılabilir.

Anahtar Kelimeler

inovasyon, öğrenme, örgütler arası ilişkiler, kamu sektörü

LINKING PUBLIC SECTOR INNOVATION WITH LEARNING IN THE INTER-ORGANISATIONAL CONTEXT

Öz

This research intends to contribute to investigations into innovation and inter-organizational learning as newly emerging fields in the public sector literature. Both concepts are considered as interrelated and sequential since innovations are disseminated via learning and learning mostly creates innovation. In this paper, a framework, which aims to improve both theoretical background and praxis on the subject, is propounded on the relationship between innovation and learning in the inter-organizational context. Within this typology, changes acquired within the organizations after the process of inter-organizational learning are divided into two categories, innovation and improvement, in parallel with inter-organizational learning being realized in three parts — collaboration, diffusion and knowledge transfer. Organizational capacity of the originating and recipient organizations are also seen at a level that is competent enough to handle the learning process to carry it out properly. Hence, the suggested framework puts forward four different variations for the public sector innovation and learning among the organizational relations: Innovation can be fully transferred, or it is partially transferred by reason of insufficient capacity of either originating or recipient organizations and become improvement at the end of these two processes or finally no innovation is adopted to the receiver organizations.

Anahtar Kelimeler

innovation, learning, inter-organizational relations, public sector

Kaynakça

• Abernathy, W. J., & K. B. Clark (1985). Innovation: Mapping the winds of creative destruction. Research Policy, 14, 3-22.
• Anand, A., L. B., Kringelum., C. Ø. Madsen., & L. Selivanovskikh (2021). Interorganizational learning: A bibliometric review and research agenda. Learning Organization, 28(2), 111-136.
• Argyris, C., & D. Schön (1978). Organizational learning: A theory of action perspective. Massachusetts: Addison Wesley Publishing Company.
• Argyris, C. (1999). On organizational learning. Malden, MA: Blackwell.
• Arundel, A., C. Bloch, & B. Ferguson (2019). Advancing innovation in the public sector: Aligning innovation measurement with policy goals. Research Policy, 48(3), 789-798.
• Barzelay, M. (2002). Breaking through bureaucracy: A new vision for managing in government. USA: University of California Press.
• Beeby, M., & C. Booth (2000). Networks and inter-organizational learning: A critical review. The Learning Organization, 7(2), 75–88.
• Bekkers, V., & L. Tummers (2018). Innovation in the public sector: Towards an open and collaborative approach. International Review of Administrative Sciences, 84(2), 209–213.
• Bommert, B. (2010). Collaborative innovation in the public sector. International Public Management Review, 11(1), 15-33.
• Borins, S. (2008). Innovations in government: Research, recognition and replication, Washington D.C.: Brookings Institution Press.
• Brown, K., & O. P. Osborne (2005). Managing change and innovation in public service organizations. London: Taylor and Francis Group.
• Choi, T., & S. M. Chandler (2015). Exploration, exploitation, and public sector innovation: An organizational learning perspective for the public sector. Human Service Organizations: Management, Leadership and Governance, 39(2), 139-151.
• Clausen, T. H., M. A. Demircioglu., & G. A. Alsos (2019). Intensity of innovation in public sector organizations: The role of push and pull factors. Public Administration, 98(1), 159–176.
• Cohen, W. S., & A. C. Levintbal (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
• De Vries H., V. Bekkers., & L. Tummers (2016). Innovation in the public sector: A systematic review and future research agenda. Public Administration, 94(1), 146–166.
• Department for Communities and Local Government-DCLG (2008). Learning improvement and innovation in local government: Final report of the Beacon evaluation, communities and local government publications. United Kingdom. Retrieved June 18, 2021 from http://webarchive.nationalarchives.gov.uk/20120919132719/www.communities.gov.uk/publications/localgovernment/learningandinnovation
• Downs, G. W. Jr., & L. B. Mohr (1976). Conceptual issues in the study of innovation. Administrative Science Quarterly, 21(4), 700–714.
• Dyer, J. H., & H. Singh (1998). The relational view: Cooperative strategy and sources of inter-organizational competitive advantage. Academy of Management Review, 23(4), 660–679.
• Easterby-Smith, M., & M. A. Lyles (2005). Handbook of organizational learning and knowledge management. Oxford: Blackwell.
• Gibson, C. B., & J. Birkinshaw (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209-226.
• Hartley, J., & M. Allison (2002). Good, better, best? Inter-organizational learning in a network of local authorities. Public Management Review, 4(1), 101–118.
• Hartley, J. (2006). Innovation and its contribution to improvement. A literature review for policymakers, policy advisors, managers and academics. United Kingdom. Retrieved February 15, 2015 from http://www.communities.gov.uk
• Hartley, J., & J. Benington (2006). Copy and paste, or graft and transplant? Knowledge sharing through inter-organizational networks. Public Money and Management, 26(2), 101-108.
• Hartley, J., C. Donaldson., C. Skelcher., & M. Wallace (2008). Managing to improve public services. UK: Cambridge University Press.
• Hartley, J., & L. Rashman (2018). Innovation and inter-organizational learning in the context of public service reform. International Review of Administrative Science, 84(2), 231-248.
• Holmqvist, M. (2003). A dynamic model of intra- and inter-organizational learning. Organization Studies, 24(1), 95–123.
• Lam, A. (2000). Tacit knowledge, organizational learning and societal institutions: An integrated framework. Organization Studies, 21(3), 487-513.
• Lampela, H. (2009). Inter-organizational learning within and by innovation networks. PhD. Dissertation, Lappeenranta: Lappeenranta University of Technology. Retrieved August 01, 2021 fromhttp://doria17kk.lib.helsinki.fi/bitstream/handle/10024/45412/isbn9789522147714.pdf?sequence
• Lapuente, V., & K. Suzuki (2021). The Prudent entrepreneurs: Women and public sector innovation. Journal of European Public Policy, 28(9), 1345-1371.
• Lundberg, C. C. (1995). Learning in and by organizations: Three conceptual issues. The International Journal of Organizational Analysis, 3(1), 10-23.
• March, J. G. (1991). Exploration and exploitation in organizational learning. Organizational Science, 2(4), 71–87.
• McGann, M., E. Blomkamp., & J. M. Lewis (2018). The rise of public sector innovation labs: Experiments in design thinking for policy. Policy Sciences, 51(3), 249-267.
• McKee, D. (1992). An organizational learning approach to product innovation. Journal of Product Innovation Management, 9, 232–245.
• Micheli, P. (2012). New business models for public-sector innovation: Successful technological innovation for government. Research, Technology Management, 55(5), 51-57.
• Mulgan, G., & D. Albury (2003). Innovation in the public sector. London: Cabinet Office.
• Nonaka, I. (1994). The dynamic theory of organizational knowledge creation. Organization Science, 5(2), 14–37.
• Nonaka, I., & H. Takeuchi (1995). The knowledge creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
• Nooteboom, B. (2006). Learning and innovation in inter-organizational relationships and networks. Tilburg University. Retrieved August 01, 2021 from https://pure.uvt.nl/ws/portalfiles/portal/778192/39.pdf
• Osborne, P. O., & L. Brown (2011). Innovation, public policy and public services delivery in the uk: the word that would be king?. Public Administration, 89(4), 1335-1350. Polanyi, M. (1966). The tacit dimension. NY: Garden City.
• Rashman, L., H. Withers., & J. Hartley (2009). Organizational learning and knowledge in public service organizations: A systematic review of the literature. International Journal of Management Reviews, 11(4), 463–494.
• Rashman, L., & J. Hartley (2002). Leading and learning? Knowledge transfer in the Beacon Council Scheme. Public Administration, 80(3), 523-542.
• Rogers, E. M. (2003). Diffusion of innovation. New York: Free Press.
• Simon, H. (1991). Bounded rationality and organizational learning. Organization Science, 2(1), 175-187.
• Škerlavaj A., Song, J. S & Lee, Y. (2010). Organizational learning culture, innovative culture and innovations in South Korean Firms. Expert Systems with Applications, 37, 6390-6403.
• Staley, L. (2008). Evidence-based policy and public sector innovation. Victoria, Australia: Institute of Public Affairs.
• Thenint, H. (2010). Mini study 10, innovation in the public Sector. Inno-Grips, Global Review of Innovation Intelligence and Policy Studies, Manchester. Retrieved August 01, 2021 from https://www.researchgate.net/publication/272566766_Global_Review_of_Innovation_Intelligence_and_Policy_Studies__Policy_Studies_Mini_Study_10_Innovation_in_the_public_sector
• Tiberiusa, V., H. Schwarzera., & S. Roig-Dobónb (2021). Radical innovations: Between established knowledge and future research opportunities. Journal of Innovation and Knowledge, 6, 145-153.
• Torfing, J. (2018). Collaborative innovation in the public sector: The argument. Public Management Review, 21(1), 1-11.
• Van der Sluis, L.E.C. (2004). Designing the workplace for learning and innovation: Organizational factors affecting learning and innovation. Development and Learning in Organizations, 18(5), 10-13. https://doi.org/10.1108/14777280410554942
• Vigoda, E. (2005). Public sector innovation for the managerial and the post-managerial era: Promises and realities in a globalizing public administration. International Public Management Journal, 8(1), 57-81.
• Voorberg, W., V. Bekkers., & L. Tummers (2015). A systematic review of co-creation and co-production: Embarking on the social innovation journey. Public Management Review, 17(9), 1333–1357.
• Willem, A., & M. Buelens (2005). Knowledge sharing in public sector organizations: The effect of organizational characteristics on interdepartmental knowledge sharing, Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 05/344, Retrieved October 10, 2021 from https://ideas.repec.org/p/rug/rugwps/05-344.html
• Zhang, Y., H, Wei., D. Zhao., Y. Han., & J. Chen. (2021). Understanding innovation diffusion and adoption strategies in megaproject networks through a fuzzy system dynamic model. Frontiers of Engineering Management, 8(1), 32–47.