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New business models for public-sector innovation: successful technological innovation for Government

New business models for public-sector innovation: successful technological innovation for Government
New business models for public-sector innovation: successful technological innovation for Government
Governments worldwide are under pressure to reduce spending, and yet the demand for public services is generally increasing. Despite growing emphasis on and investment in technological innovation, little is known about innovation in public services. Research has shown that resistance to change, risk aversion, and organizational structures are major barriers to public-sector innovation. How to overcome such barriers is less clear. Recently, researchers have increased their focus on the importance of specific business models in facilitating collaboration between public-sector organizations and private-sector partners. In this paper, we present an emerging business model—commercialization partnership—and discuss two examples of technological innovations in the U.K. public sector using this model. Our findings demonstrate that successful technological innovation may depend more on the models for collaboration than on the specific technology involved. We conclude with a checklist to assist technology managers introducing innovations into public-sector organizations
business models, ommercialization, public-private collaboration, public-sector innovation
0895-6308
51-57
Micheli, Pietro
3294dfa9-18dd-4caa-8609-e0dbfe57ff21
Schoeman, Magnus
ba588930-b7ee-4e36-a64c-ee5b8d8e3307
Baxter, David
a7d6ba3f-370f-493d-9202-218d5e6dfc54
Goffin, Keith
8d74608a-5d96-48ff-966a-35998821e7dc
Micheli, Pietro
3294dfa9-18dd-4caa-8609-e0dbfe57ff21
Schoeman, Magnus
ba588930-b7ee-4e36-a64c-ee5b8d8e3307
Baxter, David
a7d6ba3f-370f-493d-9202-218d5e6dfc54
Goffin, Keith
8d74608a-5d96-48ff-966a-35998821e7dc

Micheli, Pietro, Schoeman, Magnus, Baxter, David and Goffin, Keith (2012) New business models for public-sector innovation: successful technological innovation for Government. Research-Technology Management, 55 (5), 51-57. (doi:10.5437/08956308X5505067).

Record type: Article

Abstract

Governments worldwide are under pressure to reduce spending, and yet the demand for public services is generally increasing. Despite growing emphasis on and investment in technological innovation, little is known about innovation in public services. Research has shown that resistance to change, risk aversion, and organizational structures are major barriers to public-sector innovation. How to overcome such barriers is less clear. Recently, researchers have increased their focus on the importance of specific business models in facilitating collaboration between public-sector organizations and private-sector partners. In this paper, we present an emerging business model—commercialization partnership—and discuss two examples of technological innovations in the U.K. public sector using this model. Our findings demonstrate that successful technological innovation may depend more on the models for collaboration than on the specific technology involved. We conclude with a checklist to assist technology managers introducing innovations into public-sector organizations

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More information

Published date: September 2012
Keywords: business models, ommercialization, public-private collaboration, public-sector innovation
Organisations: Faculty of Business, Law and Art

Identifiers

Local EPrints ID: 377619
URI: http://eprints.soton.ac.uk/id/eprint/377619
ISSN: 0895-6308
PURE UUID: 015d4be7-b5cc-4234-8dfc-e6dfd488e390
ORCID for David Baxter: ORCID iD orcid.org/0000-0003-1983-7786

Catalogue record

Date deposited: 19 Jun 2015 13:02
Last modified: 15 Mar 2024 03:50

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Contributors

Author: Pietro Micheli
Author: Magnus Schoeman
Author: David Baxter ORCID iD
Author: Keith Goffin

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