At få en idé til at vokse og gro

Et feltstudie af drifts- og innovationslogikker i sundhedssektoren

  • Søren Frank Etzerodt Kulturministeriet
Nøgleord: Offentlig sektor, Innovation, sociale relationer, driftslogik, innovationslogik, observation, sundhed

Resumé

Artiklen løfter sløret for, hvordan samspillet mellem forskellige tankelogikker kan forbedre innovationsprocesser i den offentlige sektor. Via et observationsstudie af Region Nordjyllands regionale innovationsenhed undersøger jeg, hvordan drifts- og innovationslogikker spiller sammen i innovationsprocessen. De empiriske analyser indikerer, at en løbende vekselvirkning mellem de to logikker forbedrer vilkårene for, at innovationsprocessen lykkes ved, at noget ukendt (innovationslogik) konkretiseres i forhold til den kendte praksis (driftslogik). Artiklen viser også, hvordan arbejdet med innovation relaterer sig til arbejdsmiljø og -glæde, idet teams der formår at foretage en løbende vekselvirkning mellem de to logikker, også udviser større drive og lyst til at innovere, mens drivet og lysten synes mere forladt i teams, der ikke formår at foretage en løbende vekselvirkning.

Forfatterbiografi

Søren Frank Etzerodt, Kulturministeriet
Søren Frank Etzerodt er ansat som fuldmægtig i Kulturministeriet og uddannet cand.scient.adm. Artiklen er alene udtryk for forfatterens holdning. 

Referencer

Aaen, J., Nielsen, J.A. & Elmholdt, K.T. (2018). 10 år med velfærdsteknologi: Strategi og praksis. Samfundslederskab i Skandinavien, 33(3), 236-259. https://doi.org/10.22439/sis.v33i3.5552

Arrow, K.J. (1973). Social Responsibility and Economic Efficiency. Public Policy. 21, 303-317.

Barth, F. (1967). The role of the entrepreneur in social change in northern Norway. Bergen: Universitetsforlaget.

Becker, M.H. (1970). Sociometric Location and Innovativeness: Reformulation and Extension of the Diffusion Model. American Sociological Review, 35(2), 267-282. https://doi.org/10.2307/2093205

Bjerregaard, T. & Lauring, J. (2012). Entrepreneurship as Institutional Change: Strategies of Bridging Institutional Contradictions. European Management Review, 9(1), 31-43. https://doi.org/10.1111/j.1740-4762.2012.01026.x

Brix, J. (2017). Exploring knowledge creation processes as a source of organizational learning: A longitudinal case study of a public innovation project. Scandinavian Journal of Management, 33(2), 113-127. https://doi.org/10.1016/j.scaman.2017.05.001

Brix, J. (2019a). Ambidexterity and organizational learning: revisiting and reconnecting the literatures. The Learning Organization, 26(4), 337-351. https://doi.org/10.1108/tlo-02-2019-0034

Brix, J. (2019b). Innovation capacity building: An approach to maintaining balance between exploration and exploitation in organizational learning. The Learning Organization, 26(1), 12-26. https://doi.org/10.1108/tlo-08-2018-0143

Choi, T., & Chandler, S.M. (2015). Exploration, Exploitation, and Public Sector Innovation: An Organizational Learning Perspective for the Public Sector. Human Service Organizations, Management, Leadership & Governance, 39(2), 139-151. https://doi.org/10.1080/23303131.2015.1011762

Coleman, J.S. (1988). Social Capital in the Creation of Human Capital. American Journal of Sociology, 94, 95-120.

Damanpour, F. (1991). Organizational innovation: a meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34(3), 555-590. https://doi.org/10.5465/256406

Damanpour, F. & Gopalakrishnan, S. (1998). Theories of organizational structure and innovation adoption: The role of environmental change. Journal of Engineering and Technology Management, 15(1), 1-24. https://doi.org/10.1016/s0923-4748(97)00029-5

Damanpour, F., Walker, R.M., Avellaneda, C.N. (2009). Combinative Effects of Innovation Types and Organizational Performance: A Longitudinal Study of Service Organization. Journal of Management Studies, 46(4), 650-675. https://doi.org/10.1111/j.1467-6486.2008.00814.x

de Vries, H.A., Bekkers, V.J.J.M. & Tummers, L.G. (2016). Innovation in the Public Sector: A Systematic Review and Future Research Agenda. Public Administration, 94(1), 146-166. https://doi.org/10.1111/padm.12209

Digmann, A. (2013). Kommunen som innovationslaboratorium. Økonomistyring & Informatik, 28, 289-320.

Downs, G.W. & Mohr, L.B. (1976). Conceptual Issues in the Study of Innovation. Administrative Science Quarterly, 21(4), 700-714. https://doi.org/10.2307/2391725

Duncan, R. (1976). The ambidextrous organization: Designing dual structures for innovation. I R.H. Killman, L.R. Pondy & D. Sleven (Red.), The Management of Organization, 167–188. New York: North Holland.

Edmondson, A. C., & Harvey, J.-F. (2018). Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations. Human Resource Management Review, 28(4), 347-360. https://doi.org/10.1016/j.hrmr.2017.03.002

Edmondson, A. C., & Nembhard, I. M. (2009). Product development and learning in project teams: The challenges are the benefits. Journal of Product Innovation Management, 26(2), 123-138. https://doi.org/10.1111/j.1540-5885.2009.00341.x

Etzioni, A. (1988). The Moral Dimension: Towards a New Economics. New York: The Free Press.

Fukuyama, F. (1995). Trust: Social Virtues and the Creation of Prosperity. New York: Free Press.

Galbraith, J.R. (1982). Designing the Innovating Organization. Organizational Dynamics, 10(3), 5-25.

Gibson, C.B. & Birkinshaw, J. (2004). The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity. Academy of Management Journal, 47(2), 209-226. https://doi.org/10.2307/20159573

Goul Andersen, J. (2019). Denmark: The Welfare State as Victim of Neoliberal Policy Failure? I Stefán Ólafsson et al. (red.), Welfare and the Great Recession: A Comparative Study. Oxford: Oxford University Press. https://doi.org/10.1093/oso/9780198830962.003.0011

Granovetter, M.S. (1973). The Strength of Weak Ties. American Journal of Sociology, 78(6), 1360-1380. https://doi.org/10.1086/225469

Granovetter, M.S. (1985). Economic Action and Social Structures: The Problem of Embeddedness. American Journal of Sociology, 91(3), 481-510. https://doi.org/10.1086/228311

Halvorsen, T., Hauknes, J., Miles, I., Røste, R. (2005). On the Differences between Public and Private Sector Innovation. Oslo: PUBLIN.

Hammersley, M. & Atkinson, P. (1995). Ethnograhpy: Principles in practice. London: Routledge.

Hansen, M.B. & Jakobsen, M.L.F. (2013). Offentligt sektor-innovation: Hvad er det? Og hvad er værd at vide om det? Politica, 45(3), 243-249. https://doi.org/10.7146/politica.v45i3.69766

Hastrup, K. (2010). Feltarbejde. I S. Brinkmann & L. Tanggaard (red.), Kvalitative Metoder: En grundbog, 55-80.

Hoholm, T. (2009). The Contrary Forces of Innovation: an Ethnography of Innovation Processes in the Food Industry. Ph.D. afhandling, Norwegian School of Management.

Hoholm, T. & Araujo, L. (2011). Studying innovation in real-time: The promises and challenges of ethnography. Industrial Marketing Management, 40(6), 933-939. https://doi.org/10.1016/j.indmarman.2011.06.036

Holm, G. (2016). Drift & udvikling – sådan får du det til at gå hånd I hånd. København: Books on Demand GmbH.

Höglund, L. & Svärdsten, F. (2018). Strategy work in the public sector—A balancing act of competing discourses. Scandinavian Journal of Management, 34(3), 225-232. https://doi.org/10.1016/j.scaman.2018.06.003

Klitmøller, A., Lauring, J. & Jonasson, C. (2006). Entreprenørskab I den offentlige forvaltning – en eksplorativ undersøgelse af innovation i et processuelt perspektiv. Konferencebidrag til Det Danske Ledelsesakademi, 11.-12. december 2006, København.

Klitmøller, A., Lauring, J. & Jonasson, C. (2007). Medarbejderdreven innovation i den offentlige sektor. Ledelse og Erhvervsøkonomi, 71(4), 207-216.

Kristiansen, S. & Krogstrup, H.K. (2015). Deltagende observation: introduktion til en samfundsvidenskabelig metode. 2. udgave. Hans Reitzels Forlag.

Leal-Rodríguez, A. L., Roldán, J. L., Ariza-Montes, J. A. & Leal-Millán, A. (2014). From potential absorptive capacity to innovation outcomes in project teams: The conditional mediating role of the realized absorptive capacity in a relational learning context. International Journal of Project Management, 32(6), 894-907. https://doi.org/10.1016/j.ijproman.2014.01.005

Lindh de Montoya, M. (2000). Entrepreneurship and culture: The case of Freddy the strawberry man. I R. Swedberg (red.), Entrepreneurship: The social science view, s. 322-355.

Lubatkin, M.H., Simsek, Z., Ling, Y. & Veiga, J.F. (2006). Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration. Journal of Management, 32(5), 646-672. https://doi.org/10.1177/0149206306290712

March, J.G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87.

Mintzberg, H. (1979). The Structuring of Organizations. Prentice-Hall.

Mohr, L.B. (1969). Determinants of Innovation in Organizations. American Political Science Review, 63, 111-126.

OECD (2010). The OECD Innovation Strategy: Getting a Head Start on Tomorrow. Paris: OECD. https://doi.org/10.1787/9789264083479-en

OECD (2018). Oslo manual 2018: Guidelines for collecting and interpreting innovation data on innovation. Paris: OECD.

O'Reilly, C. A. & Tushman, M. L. (2013). Organizational Ambidexterity: Past, Present, and Future. Academy of Management Perspectives, 27(4), 324-338. https://doi.org/10.5465/amp.2013.0025

Osborne, S.P. & Brown, L. (2011). Innovation, Public Policy and Public Services Delivery in the UK: The Word That Would be King? Public Administration, 89(4), 1335-1350. https://doi.org/10.1111/j.1467-9299.2011.01932.x

Raisch, S., Birkinshaw, J., Probst, G. & Tushman, M.L. (2009). Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance. Organization Science, 20(4), 685-695. https://doi.org/10.1287/orsc.1090.0428

Røste, R. 2005. Studies of Innovation in the Public Sector. Oslo: PUBLIN.

Simonsen, J.B. (2012). Drivers and barriers for employee-driven innovation at 3 Scandinavian hospitals – An anthropological field study. Kask Innovation.

Simsek, Z., Heavey, C., Veiga, J.F. & Souder, D. (2009). A Typology for Aligning Organizational Ambidexterity's Conceptualizations, Antecedents, and Outcomes. Journal of Management Studies, 46(5), 864-894. https://doi.org/10.1111/j.1467-6486.2009.00841.x

Smith, E. & Umans, T. (2015). Organizational Ambidexterity at the Local Government Level: The effects of managerial focus. Public Management Review, 17(6), 812-833. https://doi.org/10.1080/14719037.2013.849292

Subramanian, A. & Nilakanta, S. (1996). Organizational Innovativeness: Exploring the Relationship between Organizational Determinants of Innovation, Types of Innovations, and Measures of Organizational Performance. Omega, 24(6), 631-647. https://doi.org/10.1016/s0305-0483(96)00031-x

Thomas, P., McCulloch, J., While, A., Bosanquet, N., Ferlie, E. (2005). Increasing Capacity for Innovation in Bureaucratic Primary Care Organization: A Whole System Participatory Action Research Project. Annals of Family Medicine, 3(4), 312-317. https://doi.org/10.1370/afm.309

Tushman, M. L. & O'Reilly, C. A. (1996). The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change. California Management Review, 38(4), 8-30.

Ulhøi, J.P. (2005). The social dimensions of entrepreneurship. Technovation, 25(8), 939-946. https://doi.org/10.1016/j.technovation.2004.02.003

Van Maanen, J. (2011). Ethnography as Work: Rules of Engagement. Journal of Management Studies, 48(1), 218-234. https://doi.org/10.1111/j.1467-6486.2010.00980.x

Walker, R.M. (2008). An Empirical Evaluation of Innovation Types and Organizational and Environmental Characteristics: Towards a Configuration Framework. Journal of Public Administration Research and Theory, 18(4), 591-615. https://doi.org/10.1093/jopart/mum026

Watson, T.J. (2011). Ethnography, Reality, and Truth: The Vital Need for Studies of ’How Things Work’ in Organizations and Management. Journal of Management Studies, 48(1), 202-217 https://doi.org/10.1111/j.1467-6486.2010.00979.x

Watson, T.J. (2012). Making organizational ethnography. Journal of Organizational Ethnography. 1(1), 15-22.

Watson, T.J. & Watson, H.W. (2012). Narratives in society, organizations and individual identities: An ethnographic study of pubs, identity work and pursuits of ‘the real’. Human Relations, 65(6), 683-704. https://doi.org/10.1177/0018726712440586

Wolfe, R.A. (1994). Organizational Innovation: Review, Critique And Suggested Research Directions. Journal of Management Studies, 31(3), 405-431. https://doi.org/10.1111/j.1467-6486.1994.tb00624.x

Publiceret
2020-08-31
Sektion
Artikler