Innovation In The Public Sector: Identifying Variables Useful for Evaluating Anti-Corruption Initiatives
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According to the public management reform literature, practitioner experience and research conducted by the authors and others, public organizational innovation appears to depend on a the presence of a specific set of factors that may be controlled or influenced by organizational change sponsors and advocates and public management practitioners themselves. Where these factors are present innovation succeeds; where they are absent or attenuated, innovation and change usually fail. This appears to be the case regardless of innovation content or organizational type or identity. These factors are commitment at the top of the organization, a meaningful, clear vision, a set of goals, and a plan of action, organization-wide understanding of the vision, goals, and plan of action, a sense of urgency, an understanding of obstacles to change and persistence in overcoming them, performance measures and a willingness to learn from one’s mistakes, recognition of successes and extraordinary efforts, and institutionalization of continuous improvement. This study applies the methodology developed and results derived to suggest variables that may be useful in evaluating whether anti-corruption initiatives are likely to achieve their intended goals. These factors appear to be necessary but not sufficient to ensure success. In conclusion we cite specific sectoral examples in the U.S. where anti-corruption efforts could be targeted and draw a distinction between "legal" and "illegal" corruption.
Prepared for the 2012 Conference of the International Public Management Network: Innovations in Public Management for Combating Corruption, Hawaii Imin International Conference Center at Jefferson Hall
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
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